2020 Budget - Poudre Fire Authority

2020 Budget

Poudre Fire Authority A partnership of the City of Fort Collins and the Poudre Valley Fire Protection District, proudly serving Fort Collins, Timnath, Laporte, Bellvue, Horsetooth, and Redstone Canyon, in Colorado.

2020 Budget Document Artwork by Jonathan Beistline, Illustrator: www.beistlineillustrations.com

2 0 2 0 B u d g e t | P o u d r e F i r e A u t h o r i t y

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TABLE OF CONTENTS

SUBJECT PAGE Table of Contents i Poudre Fire Authority Board and Senior Leadership Team iii Poudre Fire Authority Values, Mission, Vision iv GFOA Budget Presentation Award and Accreditation v Resolution 19 – 20 Adopting the 2020 Budget 1 Resolution 19 –21 Setting the 2020 Fire Prevention Bureau Fees 2 Letter of Transmittal 3 Budget Message 7 - 31 Budget Message 7 Revenues 7 Reserves and Fund Balance 9 PFA Strategic Plan, Strategic Initiatives and Goals 13

Self-Assessment Manual 13 Funding Recommendations 14

Operations and Maintenance Budget 14 Ongoing Program Funding 17 Staffing and Employee Development Changes 18

Capital Programs and Equipment 24 PFA Fund Matrix 26 PFA O&M Allocations 28 Annual Audit and Budget Basis 29 Budget Summary 2018 – 2020 31 Program Budgets and Statements 32-109 Community Safety and Service Program Budgets 34-50

Office of Chief and Administration Program Budget 51-56 Operations Program Budgets 57-69 Support Program Budgets 70-101

PFA General Fund Comparative Budget Statement Summary 102 PFA General Fund Comparative Budget Statement by Program Area 103 PFA 2020 General Fund Program Budgets by Cost Center 104 Capital Budget and Statements 110-131


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Long-Range Financial Plan 110 2020 Capital Budget 111 Apparatus Replacement 112 Burn Building Prop 121 Station 6 Shop Remodel 122 Station 7 Renovation or Remodel 123 Capital Projects Fund Comparative Budget Statement 124 Capital Projects Fund Supplemental Information 125-131 Long-Range Financial Plan 132-155 Introduction 132 Financial Environment Analysis 133

A. Current Financial Environment 133 B. Future Financial Environmental Considerations—SWOT Analysis 134

Financial Strategies 136 Financial Analysis and Projections 2020-2025 138 Identified Operations and Capital Needs 2020-2025 140 Summary of Highlights 141 Unfunded Projects/Future Issues 143 Long-Range Financial Plan Spreadsheet 148

Financial Policies Financial Policies 149-153

Appendix 154-188 Budget Preparation and Adoption Process 154 The PFA, Community, Strategic Management of Community Resources 157 PFA Stations and Boundary 159

PFA Organizational Chart 160 Revenue Projections, Historical Data, and Revenue Expenditure Comparison 161 Keep Fort Collins Great Funding History 166 Funding Formula and Revenue Allocation Formula 169 Pay Plan 172 Bargaining Unit Employee Pay Plan 173 Non-Bargaining Unit Management Pay Plan 173 Classified Employee Pay Plan 174 2020 PFA Summary Personnel Schedule by Division 176 PFA Personnel Schedule by Division 177

Fire Prevention Bureau Fee Schedule 180 Glossary 183

Acronyms 188


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POUDRE FIRE AUTHORITY BOARD AND STAFF:

PFA BOARD OF DIRECTORS

Kristin Stephens

Chair Fort Collins City Council

Mike DiTullio

Vice Chair Poudre Valley

Fire Protection District

Dave Pusey Poudre Valley

Fire Protection District

Ken Summers Fort Collins City Council

Darin Atteberry

City Manager City of Fort Collins

PFA SENIOR LEADERSHIP TEAM

Tom DeMint Fire Chief

Ann Turnquist

Administrative Services Director

Ryan McLean Division Chief

Support

Jerry Howell Division Chief

Community Safety and Service

Rick Vander Velde Division Chief

Operations

Kirsten Howard Finance and Budget Supervisor

Ron Simms

Battalion Chief Planning & Analysis

Janet Miller

Employee and Labor Relations Manager


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VALUES, MISSION, VISION:


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The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Poudre Fire Authority, Colorado for its Annual Budget for the fiscal year beginning January 1, 2019. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device. This award is valid for a period of one year only. Staff believes the current budget continues to conform to program requirements, and the 2020 budget is being submitted to GFOA to determine its eligibility for another award.


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A COPY OF THE ANNUAL BUDGET IS AVAILABLE AT:

www.poudre-fire.org

102 REMINGTON STREET FORT COLLINS, CO 80524

OR BY CALLING 970-416-2834


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Resolution 19 – 20

Adopting the Budget and Appropriating Funds For the Operation of the Poudre Fire Authority for 2020

Whereas, the Board of Directors of the Poudre Valley Fire Protection District has appropriated funds for the operation of the Poudre Fire Authority for 2020, and Whereas, the City Council of the City of Fort Collins has approved funds for the operation of the Poudre Fire Authority for 2020, and Whereas, the Poudre Fire Authority Board of Directors has been presented with and reviewed the budget for the operation of the Poudre Fire Authority. Now, therefore, be it resolved by the Board of Directors of the Poudre Fire Authority

1. That all financial policies in place and included in the 2020 Budget are formally adopted by the Poudre Fire Authority Board of Directors.

2. That the following budget and employee pay plan, copies of which are attached hereto, are hereby approved and adopted as the budget and pay plan of the Poudre Fire Authority for the calendar year 2020, and funds are hereby appropriated to each fund for the purposes stated.

3. That all funds appropriated by the Poudre Fire Authority’s Board of Directors

in any year which are unspent or unencumbered by December 30 shall be transferred into Contingency Reserve on December 31.

Adopted this 17th day of December, 2019 by the Poudre Fire Authority Board of Directors. ________________________________ PFA Board Chair _______________________________ Attest


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Resolution 19 - 21

Setting the Fees for the Poudre Fire Authority Fire Prevention Bureau

For the Calendar Year 2020

Whereas, the Poudre Fire Authority’s Board of Directors has been presented with and has reviewed the fees for the Poudre Fire Authority Fire Prevention Bureau, and

Whereas, the Poudre Fire Authority’s Board of Directors believes that said fees are an appropriate means to recover costs, and Whereas, said fees are reasonably associated with the costs of providing the services. Now, therefore, be it resolved by the Board of Directors of the Poudre Fire Authority that the following fees, a copy of which is included in the 2020 Budget Appendix, are hereby approved for the calendar year 2020.

Adopted this 17th day of December, 2019 by the Poudre Fire Authority Board of Directors.

____________________________________

PFA Board Chair __________________________________ Attest


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LETTER OF TRANSMITTAL 2020 Budget

December 17, 2019

To the communities of Fort Collins, Timnath, LaPorte, Bellvue, Horsetooth and Redstone Canyon: We are pleased to present the Poudre Fire Authority (PFA) 2020 Budget. The total operating and capital budget for PFA in 2020 will be over $40 million, a major commitment of resources from PFA member communities. We are proud and honored to provide customers with a high quality, responsive fire, rescue and emergency medical response for their investment in PFA. The Budget for 2020 will include the full implementation of the Revised Intergovernmental Agreement (IGA) and Revenue Allocation Formula (RAF) between the City of Fort Collins and the Poudre Valley Fire Protection District (PVFPD), approved by City Council and the PVFPD Board of Directors in 2014. The stepped-up funding level that was phased-in by the City has helped PFA to address lingering needs and funding shortfalls from previous years and has now reached the projected full-funding level. In contrast to slowing sales and use tax growth within the City, PFA will see revenue growth from another year of substantially increased property tax valuations within the PVFPD and Town of Timnath Urban Renewal Authority (URA). Three critical pieces of the ongoing funding picture for PFA include full implementation of the City’s RAF, the PVFPD’s ongoing mill levy, and the 2015 IGA with the Town of Timnath to provide Tax Increment Financing (TIF) revenues via the PVFPD. These three funding sources help to appropriately allocate each party’s share of the cost of providing quality fire and rescue services throughout the jurisdiction. Real growth in financial resources, beginning in 2015, and projected for the near-term future, has helped PFA focus its resources on meeting the community’s service level needs, address a backlog of capital and equipment needs, and recalibrate the organization’s reserves and contingencies. This recent revenue growth has also allowed PFA to better keep up with community growth and an exponential growth in call volume. With a PVFPD increase of 18.2%, or $1.2 million, in the proposed 2020 budget and an increase of 3.89%, or $1.15 million from the City, the total new available revenue for PFA in 2020 will be $2,393,907. As illustrated in the Budget Message, a substantial amount of additional funds will be allocated to ongoing expenses such as wages and benefits, insurance, and other “non-discretionary” expenditures. As 2020 revenue projections were made, staff began to evaluate PFA’s highest priority funding needs to be addressed with new, available resources. Program managers were asked to submit


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recommendations for program changes and enhancements for consideration in the budget development process. The Senior Leadership Team began by prioritizing budget needs. Priorities support the implementation of PFA’s Strategic Plan. Staff reviewed nearly $2 million in budget requests including staffing changes, equipment, facility and program needs. This represented 30 requests from program managers throughout the organization. High priorities for funding include improving response time, addressing emergency call workload, containing overtime pay costs, facility improvements, addressing Community Safety and Service (CSS) needs and further supporting long-term capital and equipment needs. The 2020 Budget includes several key staffing changes to address organizational needs. Staffing changes include the following:

Table 1 2020 Proposed Staffing Additions

Title FTE Purpose Annual ongoing cost

Firefighter/Driver Operators

3 Additional Coverage Positions $390,000

Deputy Chief 1 New executive position to better support executive management and to address span of control in the organization. (See alternatives below)

$221,000

Development Review/ Fire Inspector

1 Additional staffing for development review team to handle expanded workload and customer demands

$130,000

Fire Mechanic 1 Third mechanic for shop and to begin regional fire apparatus maintenance cooperative

$90,000

Physical Therapist/ Wellness Program Specialist

1 Staff to create a wellness program with a physical therapist or similar position to prevent on-duty injuries, promote wellness and injury prevention on- and off-duty, and shorten recovery times for these injuries ; cost is made up in part through reallocation of existing funding

$75,000

Special Operations Battalion Chief

n/a Conversion of Wildland and Volunteer Captain position to a Battalion Chief position with additional responsibilities for special operations programs

$24,000

Risk Reduction Specialist

1 Conversion of ongoing program funding to provide public education staffing to the Community Risk Reduction program

$7,000

Total

8.00

$937,000

As is true each budget year, the budget first addresses support of ongoing levels of service through inflation in salary costs, benefits costs, and insurance costs. These increases to ongoing expenses support PFA’s existing level of service. The Budget is built with the wage and benefit adjustments previously approved by the Board through adoption of the 2019-2020 Collective Bargaining Agreement (CBA), including a 2.75% salary increase.


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Benefit adjustments reflect the increased cost of some benefits that are salary driven, but does not include any increase in medical insurance premium rates from the City’s self-insured plan. Since the development of the preliminary budget, the City Benefits office informed PFA that medical insurance employer contributions will be lowered in 2020, resulting in a one-time savings of $434,299 to PFA. PFA staff does not anticipate this to be a long-term reduction in the employers’ per-employee-per-month rates, so the proposed 2020 budget reflects no change in the non-discretionary cost for benefits. Staff also recommends placing the $434,299 one-time reduction in actual employer premiums into an insurance liability reserve account. As these premiums and other insurance premiums fluctuate in the future, this reserve will provide resources to address those needs. Staff reviewed data from Employers Council’s September salary projections and surveys and found that the general labor market for civilian employees is projected to rise by an average of 3% in 2020. This increase would also be consistent with the projected labor market adjustments to be provided by the City of Fort Collins’ to its non-bargaining unit employees. An increase of 3% for civilian employees will be included in the 2020 PFA pay plan. Non-bargaining unit uniformed employees, including Battalion Chiefs and Division Chiefs are not automatically set at the same increase as bargaining unit members; rather, staff works to ensure that the pay plan reflects a consistent spread in wages between various positions in the uniformed employee pay plan. The salary survey for these positions, which was completed in December 2019, indicates that wages for these two positions are increasing more rapidly than those of line firefighters. To maintain both internal alignment and market alignment, the 2020 Budget includes 5% salary adjustments to Battalion Chiefs and Division Chiefs.

The Comparative Budget Statement (page 31) includes changes made in 2019 regarding PFA’s capital projects being aligned with accounting principles and the City’s capital projects criteria. The revised 2019 column on the statements reflects a transfer into the Operating and Maintenance budget of $5,361,549. Expenditures associated with the former capital projects are reflected in the Operations Equipment Replacement and Support Maintenance and Replacement budgets in the expenditures section of the statements. The variance between the transfer in, December revenue, and 2019 expenditures, then reflects in the Reserve section of the statements in the Reserve for Operations Equipment Replacement and Reserve for Support Maintenance and Replacement. In 2020, revenue for the Operations and Support replacement accounts is included, as are appropriations for expenditures, as well as replacement reserves from 2019. The appropriation of prior year reserves contributes to the expenditures over revenue in the 2020 column on the Comparative Budget Statement (explanation on page 31 of the Budget Message. Though these changes make the statements look significantly different from those presented in 2019, they do not reflect substantive changes in PFA’s funding levels for capital projects and capital reserves.

The attached Budget Message provides a more detailed description of proposed new expenditures. The 2020 Final Budget document will include program budget information and specific sections required for


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the Government Finance Officers Association (GFOA) standards for distinguished budget presentation. We look forward to your review of this budget and working together in 2020. Respectfully Submitted,

Tom DeMint Kristin Stephens Fire Chief Poudre Fire Authority Board Chair


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Budget Message

BUDGET OVERVIEW Revenues Poudre Fire Authority’s financial position reflects continuing revenue growth. Significant growth in revenue from PVFPD is projected for 2020, based on a significant increase in assessed valuations in Larimer and Weld Counties. Table 2 illustrates overall annual growth of City and District revenues. City Contribution: 2020 includes full funding of the City’s commitment to funding PFA based on the IGA establishing the PFA. Between 2015 and 2019, the City of Fort Collins phased-in its contributions to reach the full-funding level, as stated in the 2014 IGA, which addressed funding contribution shortfalls in 2008-2014. This contribution catch-up was calculated to be $2.6 million in 2014, to be divided into five annual installments of approximately $500,000 each. 2019 was the last year of this catch-up to reach the full funding level from the City. 2020 and future years under the IGA will be driven by sales, use, and property tax changes only. This means that future budgets will either grow or shrink based on the performance of the local economy in generating sales and use tax and the relative assessed valuation of property within the City.

2018City Contributions Actual Revised % Change Projected % Change

O&M Contribution $21,539,675 $23,338,857 8.35% $25,519,914 9.35%

Capital Contribution 3,281,196 3,376,759 2.91% 2,300,829 -31.86%

Emergency Management1

ContributionSubtotal Ongoing Contributions 25,009,640 26,715,616 6.82% 27,820,743 4.14%

Subtotal City Gen. Fund Contribution 25,009,640 26,715,616 6.82% 27,820,743 4.14%City KFCG Contribution 2,856,680 2,972,456 4.05% 3,021,465 1.65%City KFCG Reserve to PFA2 147,610 136,419 -100.00%Subtotal KFCG Contributions 3,004,290 3,108,875 3.48% 3,021,465 -2.81%

Subtotal City Contributions 28,013,930 29,824,491 6.46% 30,842,208 3.41%

District Contributions O&M Contribution3 6,686,200 6,805,653 1.79% 8,045,424 18.22% Subtotal District Contributions 6,686,200 6,805,653 1.79% 8,045,424 18.22%

Total City & District Contributions $34,700,130 $36,630,144 5.56% $38,887,632 6.16%

3Includes Timnath TIF funding.

2 One-time contributions to capital project from City-held KFCG Reserve for Fire.

1 Emergency Manaement was transferred to the City of Fort Collins in 2019.

Table 2Annual Revenue Growth by Source, 2018-2020

2019 2020

188,769 -100.00%

Notes:


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The City’s 2019-2020 Budget includes an increase in 2020 contributions to PFA of $1.2 million, or an additional 3.89%. Because the City uses a two-year budgeting cycle, the increase in property tax revenue for the reassessment in 2019 will not be passed on to PFA in 2020 as it will with the District. This agreement has led to a “stair stepping” of City revenue changes as the reassessment revenues are incorporated into the PFA revenue projections. In the second year of the City’s budget cycle (2020), any increase in property taxes, which would be allocated to PFA as a portion of its 67% of property taxes, is retained by the City. Overall City contributions (O&M, Capital, and Keep Fort Collins Great (KFCG)) will increase from $29,688,072 in 2019 to $30,842,208 in 2020. Beginning in 2017, the City asked PFA to fund one full-time dispatch position. For the 2019-2020 City Budget, PFA agreed to fund an additional dispatch position. The City’s KFCG contribution to PFA in 2020 will be net of a contribution from PFA back to the City to offset this portion of the cost of the City Dispatch Center. This deduction of $164,005 is a share of the cost of dispatchers, and is equivalent to the cost of two dispatch positions. Keep Fort Collins Great: Since 2011, PFA has been receiving significant funding from the City through the KFCG voter approved tax measure. The tax initiative ballot language earmarked 11% of 0.85% sales and use tax for fire protection and other emergency services. Since PFA staff has agreed to fund dispatchers from this revenue source, the KFCG percentage in 2020 will be approximately 10.5% rather than the 11% specified in the ballot language, and represents 9.8% of PFA’s revenue through the RAF detailed in the IGA establishing PFA. In April, 2019, Fort Collins voters approved the continuation of the KFCG tax beyond the December 2020 sunset, which was a part of the original ballot language. This renewal of the tax in perpetuity will ensure that these revenues will continue to come to PFA as provided in the IGA. PFA is set to receive 15.6% of the 0.60% sales and use tax, which is equal to the amount provided by the previous allocation of 11% of the 0.85% tax. In 2020, the previous allocation will continue until the sunset of the first KFCG tax, with the new formula taking effect in 2021. District Contribution: Revenues in the PVFPD are projected to increase 18.22% in 2020 ($1.24 million), with a total District general fund contribution to PFA of $8,045,424. This substantial increase is a result of the reassessment process conducted by Larimer and Weld Counties in 2019 for taxes due in 2020. This two-year assessment cycle will result in a small projected increase in PVFPD revenue in 2021 since those property tax collections will be based on the same valuations plus a small amount of growth from new construction. The District’s revenue increase also includes ongoing revenues from the Town of Timnath via the pass-through of TIF revenue to the District. Ongoing revenue attributable to the Timnath TIF is projected to be $946,146 in 2020, less collection fees payable to the County. This funding stream, which began in 2016, represents a major step forward in providing service to the southeast portion of the jurisdiction through appropriate contributions from the Timnath Development Authority. Final revenue projections from the District reflect the override of the mill levy limit approved by voters in 2018 to address Gallagher amendment limitations on revenue growth. The adjustment created by


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the override and final Assessed Valuation totaled $45,170 and resulted in an adjustment of the District’s mill levy from 10.595 mills to 10.665 mills. Contribution Split: PFA continues to monitor the relative contributions of the City and the District to ensure that the intent of the RAF in the IGA is maintained. Figure 1 illustrates the goal of maintaining a funding stream that closely mirrors the assessed value of property protected in the District and City and the relative call volumes in the two jurisdictions. Over the past 15 years, the split in each of these indicators have averaged near the split of 80-81% City and 19-20% District. It is important to note that in Figure 1, there was a significant deviation from this typical split in 2016 when the PVFPD (including the Timnath URA) provided a major infusion of capital to PFA for the construction of Station 8 in Timnath. Both the District and the Town of Timnath had been accumulating a capital reserve for the funding of the construction of this station with transfers of those funds occurring during 2016, creating the spike in PVFPD contributions as illustrated in Figure 1.

In analyzing the budgeted contributions of each of the partners, the District continues to contribute a higher proportion than would be indicated by the call volume split between the two partners. This data is based on 2020 revenues and 2018 call data (Table 2). This disparity will continue into the 2020 Budget with the City contributing 79% and the District contributing 21%. This compares with the City’s 86% of 2018 calls and 80% of 2020 assessed valuation. Reserves and Fund Balance The Budget continues to maintain several reserves, which represent both the reserves determined by Board policy and the reserves held to address selected variable costs. PFA Board Policy, established in September 2012, as a result of discussions with City staff includes a Reserve Policy of 6% of operating revenue made up of:

• Revenue Reserve - 3% unappropriated revenue reserve can be accessed only by the Board of Directors for extreme emergencies, revenue shortfalls, or uncontrollable cost increases, and

• Reserve for Contingency - A minimum 3% of operating revenues must be held in this reserve and can be accessed only by the Board of Directors; the 3% is part of the minimum reserve policy.

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

1998

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Figure 1Comparison City and District

1998-projected 2020

City Calls

City Assessed Value

City Contribution

District Calls

District Assessed Value

District Contribution


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The City’s Fund Balance Minimum Policy recommends a 60-day liquidity goal of 17% of the subsequent year’s originally adopted budgeted expenditures and transfers out. This is in addition to the Restricted Balance required by Article X, Section 20 of the State Constitution (3% of non-exempt revenue to be used only for declared emergencies). PFA does have a Revenue Reserve of 3% restricted fund balance for this same purpose, separate from the Reserve for Contingency, and if PFA maintained a 17% liquidity similar to what the City does, the Reserve would be $5,934,854. This Budget includes reserves that have been built up over time and are projected to exceed the policy goals. The past several years have seen relatively little addition to the PFA General Fund Reserve, with a year-end under-spend of 1-3% on average.

Reserve Account Purpose Policy Goal 2018 Actual

Reserve for Contingency

To provide funds for unexpected needs and priorities throughout the year. With the recommendation of the Chief, the Board can use these funds to address needs or opportunities that may arise.

3% Minimum$7,729,983 or 22.67%

Reserve for EncumbrancesTo provide funds for appropriations committed by contract for goods or services.

None$224,144 or

0.65%

Reserve for KFCGFunds are earmarked for possible grant matches and technology needs or upgrades.

None$396,321 or

1.16%Reserve for Northern Colorado

Regional Communication Network (NCRCN)

To provide replacement of regional public safety communication network system (Radios).

None$251,362 or

0.73%

Revenue Reserve

Set by Board policy. Established to address financial uncertainty: extreme emergencies, revenue shortfalls, or uncontrollable cost increases.

3% Minimum$1,026,630

or 3%

Workers Comp ReserveTo address uncertainty in the cost of Workers’ Compensation insurance costs.

None$27,218 or

0.07%

Table 3

Poudre Fire Authority Reserve Accounts


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Current spending projections for 2019 result in a 2020 projected beginning fund balance of $14.95 million, including a Reserve for Contingency of $8.1 million, which is $7.1 million (20.14%) over the policy goal of 3%. This balance may be adjusted downward later in 2019 because of any unanticipated expenses such as wildfire, third alarm fires or other disasters that could occur before year-end. These funds represent a substantial reserve contingency, which has grown over the past five years to a projected total of 37% or $14.95 million by 2019 year-end (Table 4). Each year over the past five years, PFA has added to its reserves through underspending of funds that were originally budgeted, and from unanticipated fee revenue. By changing PFA’s approach to budgeting in 2012 toward a more transparent and somewhat more conservative style, spending has been closer to the budget plan. The goal has been to meet as many needs as possible with existing resources, rather than postponing needed spending to future years or special appropriations. Capital projects that can be anticipated have also been funded, rather than focusing on year-end spending. This has been accomplished while still maintaining adequate reserves. This greater focus on spending throughout the year, rather than year-end spending is made possible in part because of strong reserve balances. This effort to limit underspend is illustrated in Figure 2.

Beginning Balance $9,655,658Revenue 40,272,458<Expenditures> (34,974,747)

Fund Balance $14,953,369% of

Reserves Revenue Unassigned - Reserve for Contingency 8,111,331 20.14% Restricted - Reserve for KFCG 532,740 1.32% Assigned - Revenue Reserve 1,063,851 2.64% Assigned - Reserve for Operations Eqp. & Replacement 25,228 0.06% Assigned - Reserve for Support Maint. & Replacement 5,193,001 34.73%

Assigned - Encumbrances 0.00% Assigned - Workers Comp Reserve 27,218 0.07%Total Reserves $14,953,369 37.13%

Projected 2019 Fund BalanceTable 4


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In accord with Board direction over the past several years, PFA made a deliberate effort to increase general fund reserve for contingency to a level that is higher than would normally be needed by reserve policy. The purpose of this larger reserve was to provide a buffer against the possible loss of KFCG revenue after the original sunset date of 2020. In 2019 PFA’s capital projects were aligned with general accounting principles and reserves were established with in the Operating and Maintenance (O&M) budget. This included a transfer of $5.3 million from PFA’s capital budget to the O&M budget, and results in a $5.2 million increase in the O&M reserve balance (reflected in Table 4 – Reserve for Operations Equipment Replacement and Reserve for Support Maintenance and Replacement). With the voter approved continuation of KFCG revenue in 2021, staff is confident that a portion of the balance above 3% of operating revenue is available for one-time use. PFA’s Senior Leadership Team has reviewed the list of unfunded priorities, along with strategic priorities and Standards of Cover, and recommends transferring $3.6 million from Reserve for Contingency and appropriating in a new capital project for Station 7 remodel/replacement (2817 North Overland Trail, LaPorte) to begin in 2020. These funds, in conjunction with on-going general fund resources of nearly $1 million (see “Reserved ongoing funding currently allocated to capital catch-up” below) would make approximately $4.5 million available for the renovation or replacement of this obsolete station. Though detailed plans and cost estimates for this capital project are not yet complete, staff projects that $4.5 million should be adequate for completing this key facility project. With a reserve balance of $9,655,658 at 2018 year-end or 28% of operating revenue the 2020 Budget includes a staff recommendation to transfer the $3.6 million for Station 7 Remodel with a deliberate goal of reducing the Reserve for Contingency to be more in alignment with normal reserve policy goals. If the Board is supportive of this allocation of Reserves in 2020, approximately (using 2018 audited reserve balance) $4,713,168 will remain in the Reserve for Contingency, or 12.5% of 2020 operating revenue. Staff believes that this is a responsible and reasonable use of the Reserves that were built up in anticipation of the loss of KFCG funds. Since Fort Collins voters made PFA’s portion of KFCG a

$- $2,000,000 $4,000,000 $6,000,000 $8,000,000

$10,000,000 $12,000,000

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Figure 2PFA Fund Balance and Annual Underspend

(2009 - 2018)

Actual Fund Balance Final Budget to Actual (Underspend)


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permanent sales and use tax, this risk has been mitigated and reserve funds can now be allocated to one-time capital needs. Since 2012, the average underspend has been 2.37%, and PFA is currently projecting a 2 to 3% underspend in 2019, or carryover of approximately $1,000,000, which staff is monitoring closely. PFA Strategic Plan, Strategic Initiatives, and Goals The 2018-2023 Strategic Plan was approved by the Board in March, 2018, and set the direction for the Authority, including identifying community emergency service needs. The plan was developed using a “community driven” approach where input was formally gathered by external stakeholders. Based upon all of the information gathered through the community-driven strategic planning process and the determination of critical issues and service gaps, the following strategic initiatives were identified as the foundation for the development of goals and objectives.

1) High Quality and Innovative Core Services (aligned with Center for Public Safety Excellence Self-Assessment)

2) Proactive Internal/External Communications

3) Workforce Development/Culture

4) Financial Responsibility

5) Governance and Organizational Sustainability

To continuously achieve the mission of the PFA, realistic goals and objectives with timelines for completion were established to enhance strengths, address identified weaknesses, provide clear direction, and address the concerns of the community. They have become a focus of the PFA’s efforts, as they direct the organization to its desired future while having reduced the obstacles and distractions along the way. The 2020 Budget was developed with the 2018 Strategic Plan structure in mind as the budget is the driving force behind supporting the overall Strategic Initiatives and the goals themselves. Each program manager was asked to link the 2020 program budget request, whether on-going or enhancement, to a specific strategic initiative and if possible to a specific goal and objective within the plan. Self-Assessment Manual The 2020 Budget continues the integration of the PFA Self-Assessment Manual (SAM), which is the core document the Authority uses in its continuous improvement efforts. The primary function of the document is to appraise the effectiveness and plan for improvement in programs. Links to the PFA SAM were requested as part of the budget submittal process as well, to ensure that program managers understand the significance of being able to describe, appraise and plan improvements. Performance measures have been submitted as well to support the outputs and outcomes that the programs have targeted and are reported year to date in the budget.


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FUNDING RECOMMENDATIONS Given the organization’s strategic priorities and the available revenues, staff has developed the 2020 Preliminary Budget so that it is a balanced budget, with an allocation of new resources split between ongoing service levels, new staffing, and capital funding. Operations and Maintenance (O&M) Budget There are several key issues and changes that drive the 2019 operating budget. In summary, they include:

Non-Discretionary Expenditures: Staff has developed projections for the non-discretionary cost increases that PFA must plan for in the 2020 Budget. These increases include such items as salary adjustments, benefits cost increases, property and liability insurance and workers’ compensation insurance. Many of the personnel services costs are driven by the terms of the CBA approved by the PFA Board. With 80% of PFA’s budget allocated to salaries and benefits, this non-discretionary portion of the budget is generally the first allocation of new funds that is reviewed in developing the Preliminary Budget.

A summary of the non-discretionary costs is illustrated in Table 5.

Table 5 2020 Non-Discretionary Increases

Salary Adjustments $633,863 Leap Year (extra work day) 58,881 Benefit cost increases 126,887 Workers Comp Insurance 78,629 Contingency 12,618

Total

$910,878

o Collective Bargaining Agreement and Employee Compensation Bargaining Unit Salaries: The Collective Bargaining Agreement (CBA) approved by the PFA Board changed PFA’s approach to determining annual salary adjustments beginning in 2018. Rather than a fixed 70th Percentile calculation of annual adjustments, the approved contract includes a negotiated salary and benefit change each contract period. The increase included in the approved 2019-2020 contract includes a 2.75% salary increase for 2020. Civilian and non-Collective Bargaining Unit (CBU) member salary adjustments: Employees who are not included in the bargaining unit are set separately from those of CBU members. Civilian


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employees are included in budget projections at a 3% salary adjustment. This estimate is based on labor market projections by Employers Council (EC). PFA’s annual salary survey for non-CBU uniformed employees has been completed. In 2018 the Board directed staff to monitor labor market wages for Battalion Chiefs (BC) and Division Chiefs (DC) to ensure that these positions remain in alignment with wages paid for Firefighters and Captains. The survey for 2019 wages (conducted in 2018) indicated that salaries were in alignment. However, the recently completed 2020 survey indicates that BC and DC salaries are increasing at a faster rate than those for other uniformed positions. In order to keep pace with these increases, staff recommends revising the salary adjustments for these positions from the original 2.75% increase to 5%. Staff will continue to monitor these wages to ensure appropriate alignment between various uniformed positions. Since approximately 80% of PFA’s total budget is for personnel services costs (salary, benefits, pension contributions, etc.) the projected cost of these services is a major driver of the overall budget. See Table 6 for historical salary data.

2001 5.18% 5.33% 6.38% 6.46% 3.00% 3.76%

2002 5.80% 5.29% 4.51% 4.04% 4.25% 3.55%

2003 3.90% 5.45% 4.60% 5.99% 5.00% 4.55%

2004 0.00% 1.45% 0.00% 1.76% 0.00% 1.56%

2005 2.07% 3.26% 2.98% 4.38% 3.00% 3.66%

2006 5.81% 3.93% 7.20% 4.85% 2.24% 3.76%

2007 4.91% 5.57% 4.60% 5.32% 2.30% 3.72%

2008 4.06% 4.34% 4.00% 4.33% 4.00% 5.60%

2009 5.00% 4.52% 4.28% 3.81% 4.28% 2.40%

2010 0.00% -0.20% 0.00% -0.24% 0.00% -0.20%

2011 0.00% -1.30% 0.00% -1.31% 0.00% -1.30%

2012 1.50% 4.28% 1.50% 4.79% 1.50% 4.13%

2013 1.60% 0.94% 2.37% 2.05% 1.6 - 2.37% 0.94 - 2.05%

2014 2.26% 2.00% 0.20% 0.18% 0.2 -2.26% 0.18 - 2.0%

2015 1.33% 3.53% 1.09% 3.73% 1.33 - 3.53% 3.53 - 3.73%

2016 3.70% 5.33% 4.25% 5.64% 3.70 - 4.25% 5.33 - 5.64%

2017 5.52% 5.10% 5.09% 4.65% 5.09 - 5.52% 4.65 - 5.10%

2018 3.00% 4.30% 3.00% 4.30% 3.00% 4.30%

2019 3.25% 3.80% 3.25% 3.80% 3.00% 3.68%

2.75% 2.90% 2.75% 2.00% 3.00% 3.60%

5.00% 4.91%

Average 3.17% 3.49% 3.10% 3.53% 2.50 - 2.82% 3.04 - 3.18%

2020

Table 6History of PFA Salary and Total Compensation Increases

Labor Market AdjustmentsCaptain/Chiefs

Salary Total CompFirefighter

Salary Total Comp Civilian

Salary Total Comp


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Benefits Cost Increases: Medical insurance premiums paid by PFA are not projected to increase in 2020. While the premium cost for other insurances (pension, life insurance, etc.) have not changed, the overall cost of salary driven benefits increase as salaries grow. The total cost of this growth will be $126,887 in 2020. Since the development of the preliminary budget, the City Benefits office informed PFA that medical insurance employer contributions will be lowered in 2020, resulting in a one-time savings of $434,299 to PFA. PFA staff does not anticipate this to be a long-term reduction in the employers’ per-employee-per-month rates, so PFA staff is anticipating that these costs will return to their previous level in 2021. Therefore, staff recommends placing this $434,299 one-time reduction in actual employer premiums into an insurance liability reserve account. As these premiums and other insurance premiums fluctuate in the future, this reserve will provide resources to address those needs.

o Workers’ Compensation and Property/ Casualty Insurance: Final pricing on Workers’ Compensation and Property/Liability insurances have been received from Colorado Special Districts Pool. Workers’ Compensation renewal rates will increase by a total of $78,629 or 23% since 2019. PFA’s insurance broker notes several reasons for this significant increase. One-half of the increase is due to growth in PFA’s payroll since the last renewal. New positions added in 2019 as well as annual salary adjustments mean that PFA is insuring a higher payroll for workers’ compensation benefits. The other one-half of the workers’ compensation increase is attributed to an increase in the experience modifier (EMod) rate. The EMod rate has increased because of one major claim and several other significant injuries that are working through the three-year rating period. Property and Liability insurance rates will not increase in 2020 over 2019 rates.

The 2019 and 2020 increases in the EMod follows several years of decline in the modifier as PFA had favorable experience in its management of workers’ compensation claims and injuries. A substantial portion of this increase may be linked to the ongoing cost of one major workers’ compensation claim, but also includes several other expensive claims for on-duty injuries and subsequent surgeries. The 2020 Budget also includes a full-time physical therapy/wellness program position to address these growing costs. Primary goals of the position will be to prevent on-duty injuries, promote wellness and injury prevention on- and off-duty, and shorten recovery times for these injuries. By limiting injuries and addressing minor injuries and strains before they become more significant, long-term workers’ compensation costs can be controlled. For more detail on this strategy, see the description of this program on page 23.

Salary Lag Funding Each year, staff makes detailed salary and benefits projections for vacancies, pay step progression for individual employees and the training costs for new firefighter employees. With the length of time required for training new firefighters and their progression from recruits to full-fledged firefighters, an annual salary lag is anticipated and can be accounted for in each budget. In 2020 staff projects $852,441 in salary lag that can be allocated to the hiring, training, and equipping of new firefighters and other one-time needs. The specifics of this allocation in 2020 are illustrated in Table 7.


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Table 7 Allocation of Salary Lag Resources, 2020

Program One-time Funding

Recruit Academy $168,000 Recruit Equipment 175,000 Hiring for Anticipated Uniformed Employee Vacancies 482,022 Firefighting Equipment (Directional Arrows) 7,419 Promotional Process 20,000 Total $852,441

Ongoing Program Funding Ongoing operations are supported by continuing current staffing levels, meeting the organization’s financial commitments agreed to in the CBA, and addressing individual line items that are inadequate to meet desired service levels. A small number of individual line item adjustments are included in the budget because they are critical to the support of ongoing programs. The Senior Leadership Team prioritized these adjustments with operational priorities in mind. Table 8 details the funded enhancements to existing PFA programs, totaling $228,500.

Table 8

Enhancements to Existing Programs

Program Purpose Annual Ongoing

Cost Increase

Self-Contained Breathing Apparatus (SCBA) reserve funding

Add on-going funding stream to build reserves for future replacement of SCBA

$100,000

Vehicle Maintenance Additional funding to address the growing cost of a larger fleet of apparatus; additional fuel and parts expenses

$45,000

Emergency Medical Services (EMS) Equipment

Ongoing funding enhancement for the purchase and replacement of EMS related equipment and materials in this growing program

$40,000

Paramedic Stipend (tentative)

Funds to enhance service levels in EMS by adding paramedics to one unit; Phase II of implementation of higher level medical response by PFA personnel; program still under development

$36,000

Human Resources Software Funding to support an annual subscription to HR Acuity software program for Human Resource case management

$7,500

TOTAL $228,500


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Staffing and Employee Development Changes The Senior Leadership Team reviewed a large number of proposed staffing options from PFA’s unfunded priorities list. In comparing these priorities to PFA’s adopted strategic plan, staff has selected several key positions for funding. The highest priority staffing change is additional coverage positions for minimum staffing of line positions. A total of eight additional full-time equivalents (FTEs) would provide additional coverage for roving positions, an additional Chief position, and additional staffing in the Community Safety Services Division and Support Services Division.

o Firefighter Coverage Positions $390,000

The 2020 Preliminary Budget includes the addition of three firefighter coverage positions in the Operations Division. As discussed during the development of the 2014 IGA and the RAF, coverage positions continue to be a significant need. When Station 8 in Timnath was opened in 2016, minimum staffing positions were reassigned from other stations and subsequently replaced with new Fulltime Equivalent (FTE) to cover the nine new shift firefighting positions. In addition to an existing shortage of staffing, coverage positions for Station 8’s nine new firefighters, Bureau 1 and Roving Alternative Medical (RAM) Unit positions were not included in the ongoing budget. The recommended addition of three firefighter positions in the 2020 budget as coverage positions will reduce the use of overtime by having more staff routinely available to cover sick leave, injury leave, training leave and other needs created by growth in minimum staffing levels.

In developing the recommendation to fill three firefighter coverage positions, staff analyzed recent daily staffing patterns and the use of overtime to meet minimum staffing levels. Staff learned that approximately half of the days in each year have at least one full-time position unfilled due to sick leave, injury leave, conference/training leave, or special assignments. These positions then require the use of overtime to meet minimum staffing. On virtually every day of the year, additional partial overtime shifts are required to meet minimum staffing levels. These short staffing levels have grown gradually over time, with several likely root causes, including the following:

o Minimum Staffing--The opening of fully-staffed Station 8 in Timnath included three uniformed personnel per shift with no additional coverage staffing available. In combination with minimum staffing growth at Station 7, Safety Officer, Bureau 1, RAM, and special assignments such as the academy firefighter or deployments, more potential absences must be covered by a fixed number of rover/coverage positions.

o Sick Leave--Overall growth of sick leave usage; staff continues to work to ensure that sick leave is used appropriately.

o Injury Leave--Fluctuating injury leave coverage creates the need for long-term replacement staffing.

o Conference/Training Leave--This leave is used for specialized training and activities associated with firefighter training.


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The opportunity to add three coverage positions in the 2020 Budget is very likely to result in significant savings in overtime costs. The full impact of these savings will be best evaluated after the implementation of the 48/96 schedule throughout 2019. Other fire departments that have switched to a 48/96 schedule have reported a variety of changes in overtime, sick leave, and special assignment patterns during the initial years of the schedule change. With ten months of data on the impact of the 48/96 schedule, indications are that sick leave costs may be increasing under the current schedule. Staff will continue to monitor trends and explore methods for controlling these costs.

1. Deputy Chief $221,000 This budget includes a new executive position to better support executive management and to disperse command and control of the organization. The Deputy Chief would report directly to the Fire Chief and oversee the overall operation of three divisions, Operations, Support and Community and Safety Services. This will create two deputy level administrators that report directly to the Fire Chief, the Deputy Fire Chief of Fire Service Operations and the Director of Administrative Services who oversees the administrative functions of the PFA.

46 46

3.75 5.06

3.10 3.47

-

10

20

30

40

50

60

2018 2019 YTD

Shift

s ch

arge

d pe

r day

Actual Average Daily Hours by TypeShifts per day

Minimum staffing Vacation Sick, injury, modified dutyConference/Training Dependent/Emergency/Minor Em. All other

Current average dailystaffing = 53 Firefighters/Captains


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By adding a Deputy Chief position, staff would expect to improve coordination of the work of three Division Chiefs, improve strategic alignment between the divisions and enhance succession planning efforts for future executive level turnover. In addition, the position would allow the Fire Chief additional time to work more closely with the Boards of Directors, City Council, other elected and appointed official and the community. Three alternatives to addressing management staffing concerns were developed for Board consideration, including the following:

1. Original Proposal: Add a Deputy Chief position that would report to the Fire Chief and would supervise three Division Chiefs including Operations Chief, Support Chief, and Director of Community and Safety Services/Fire Marshal.

The addition of a new executive position would better position the PFA to more effectively deliver emergency services to members of the community served. The new executive position would create additional capacity to address growing demands for innovation, communication, and issue management. The Deputy Chief would report directly to the Fire Chief and oversee the overall operation of three divisions; Operations, Support, and Community and Safety Services. By adding a Deputy Chief position, staff expects improvement of coordination in the work of three Division Chiefs, improvement of strategic alignment between the divisions and enhanced succession planning efforts for future executive level turnover. In addition, the position would add capacity allowing the Fire Chief time necessary to build partnerships to proactively address future community growth, develop solutions to complex social issues, maintain a pulse on legislative affairs and to work more closely with the Boards of Directors, City Council, other elected and appointed officials, neighboring fire departments, and the community. Outcomes to be affected include service delivery, navigating the political environment, stewardship of resources, vision and long-term strategy, and maintaining and enhancing PFA’s brand and community trust in PFA.

2. Alternative Additional Staffing: As staff considered other methods to add capacity to

the leadership of the organization, an alternative to add a different position to the organization was developed. If a new administrative Captain level position were added, a variety of task-level duties could be reallocated, freeing up capacity between the Operations Chief and the Support Chief to dedicate time to addressing strategic and communications issues within the organization. Such task-level duties might include daily staffing issues, research and data collection, routine project work, and drafting communications (not a conclusive list). In contrast to the addition of a Deputy Chief position to add high level support of executive management and to disperse command and control of the organization at a cost of $221,000 annually, the total compensation cost of an additional Captain position is $143,000 per year. While this solution adds


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capacity to address many operational needs, it falls short in resourcing external-facing priorities.

3. Status Quo: The “null alternative” of maintaining the existing staffing model could

include the opportunity to realign some duties among the management team and/or rotate assignments among the existing Division Chiefs. Staff is currently in discussions about these alternatives, and the Fire Chief will continue to work on identifying the most effective assignments to help achieve the Authority’s goals within existing resources. These types of reassignments and reorganizations would not require additional appropriations in the 2020 budget. Within the context of these discussions, staff will continue to explore strategic priorities that can be eliminated or postponed to expand staff capacity in the short-term.

o Development Review/ Fire Inspector $130,000

A new position is included in the budget for Community and Safety Services to support the development review process. Continued high demand for development review services and inspection of new construction has resulted in an expanded workload for existing staff, both uniformed and civilian. Customer demands are currently not being satisfied with longer than committed review times for new construction throughout the community. Current performance data for these functions include the following:

o % of tenant finishes completed within 7 days of submittal: 54% Goal 90% o % of plan reviews completed within 10 day of submittal: 14% Goal 90%

Staff has worked to meet this workload through the use of overtime and extended response times, (20 days for tenant finishes and 30 days for plan reviews), but these solutions are neither acceptable levels of customer service, nor fiscally prudent. Overtime savings will offset some of these costs in the long-term as backlogs decline and workloads normalize with an appropriate staffing level.

Initially, staff anticipates filling this staff position with a rotational firefighter. A firefighter’s experience will benefit the quality of development review and will provide a critical connection between the firefighters and the development-related activities of the Community Safety Services (CSS) Division.

o Mechanic $90,000 The addition of a mechanic is included in the 2020 Budget to enhance the development of a regional fire apparatus maintenance cooperative. By working with nearby fire agencies and contracting with these agencies to provide professional maintenance and repair of fire apparatus, PFA and other agencies will be able to enjoy economies of scale through a regional maintenance facility. Agencies participating in the regional shop will see increased “up-time” and lower maintenance costs. This will also allow for PFA to keep the high standard of up-time


Page 22

within the PFA apparatus fleet. By billing the outside departments, as much as $60,000 influx of funds could be seen into the fleet services budget, significantly offsetting the cost of adding an additional mechanic to PFA’s staff. As the program is developed, fee revenue will be used to offset the initial hiring cost for PFA.

o Physical Therapist/ Wellness Program Specialist $75,000 This recommendation would provide staff to create a wellness program with a physical therapist or similar position to prevent on-duty injuries, promote wellness and injury prevention on- and off-duty, and shorten recovery times for these injuries. Significant increases in the number of on- and off-duty injuries among line fire personnel suggest the need to provide a greater emphasis on both physical fitness and injury prevention. A part of this approach that staff has been working to develop over the past year is to begin using a staff physical therapist to provide several services to employees. By providing early intervention in minor or developing injuries or strains, injuries can be prevented, or minimized, and will result in fewer major injuries. By avoiding costly injuries, firefighters would have less lost work time and higher levels of wellness, on and off the job. This program will be funded by the $75,000 allocated in the 2020 budget, plus a $50,000 on-going allocation in the 2019 budget for a total cost of $125,000.

o Special Operations Battalion Chief $24,000 The current Wildland and Volunteer Captain position would be converted to a Battalion Chief (BC) position. Additional responsibilities would be added to the position to coordinate all of the special operations programs within PFA including Wildland Fire, Technical Rescue, Urban Search and Rescue, Hazardous Materials, Large Animal Rescue, Bomb Techs, and Active Shooter programs. The BC would oversee strategic planning for these programs, as well as coordinate and supervise specialized training and certification in these areas. The BC would also be responsible for working with neighboring agencies on response, training and regionalization of services where possible.

o Risk Reduction Specialist $7,000

This request funds a full-time position of a Risk Reduction Specialist. This position would be a civilian hire. The job duties would include public education and more broad risk reduction tasks that contain elements of social work, public health, or related fields.

Some of the tasks done by this position have traditionally been done by putting a firefighter on special assignment for three months of each year. Hiring a civilian keeps that firefighter in Operations thereby meeting minimum staffing needs. Other services that can be provided by this position could include advancing the hoarder house mitigation program, smoke alarm installation program, and working with customers who are identified as high utilizers to reduce their impact on call volume. The majority of the funding for this position would be provided by reallocating existing resources including firefighter overtime costs from using operations staff to provide 2nd, 3rd and


Page 23

7th Grade safety programs in Poudre Schools, existing funding for Community Risk Reduction and other reallocations of non-personal services line items. The $7,000 in new money will be added to fund a full-time employee.

o Safety Officer/Bureau 1 Consolidation PFA currently has two single resource units assigned to each shift on a 24-hour basis. The Safety Officer position was created in 2010 through KFCG funding. The Bureau 1 position was added in 2018 with a plan to enhance inspection services and responses to fire alarm calls. This budget includes the consolidation of these two line positions. Both positions respectively conduct important work that includes:

• Ensuring safe operations on emergency scenes. • Assisting with CSS conducting Fire inspections. • Conducting Fire Investigations. • Providing assembly occupancy checks, often during evenings. • Bridging function gaps between Operations and CSS.

However, the ability to meet minimum daily staffing requirements has become increasingly more difficult. This has resulted in increased levels of overtime usage and the application of a mandatory hire policy. Therefore, staff formulated a plan to transition the three Bureau 1 positions to on-line assignments where daily staffing currently poses significant challenge and blending some of their duties into the Safety Officer duties. Also, staff plans to supplement identified ‘gap’ responsibilities created by this integration with more cost-effective part-time Fire Inspector(s). As a result of these changes, staff intends to: • Provide opportunities for Safety Officers to gain a greater exposure to, and knowledge of,

buildings and fire protection and to participate in preplanning the high-hazard occupancies protected by PFA. The new position will have a greater role in the safety of PFA employees and the community as a whole.

• Produce positive impacts on daily staffing accomplished through the reduction in one minimum staffing position that is reallocated as a coverage position providing a net impact of two positions in daily staffing. This projected cost impact relates to approximately 280 days of staffing per year at an average rate of $900 per shift, or up to $270,000 per year in savings.

• Reduce overtime and the frequency of mandatory hires. The consolidation of these two positions provides for increased safety through the sustainability of existing on-scene safety functions, coupled with improved high-hazard occupancy management that could negatively impact unsuspecting responders. Since this plan is related to the organization’s staffing levels, staff will meet and confer with Local 1945 to discuss this change.


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CAPITAL PROGRAMS AND EQUIPMENT A significant issue, which PFA sought to address in the 2014 renegotiation of the IGA establishing the PFA, was the need for adequate funding to address capital needs. During previous years with very limited funding increases, PFA was forced to divert capital funding from long-term capital needs toward funding for minimum staffing purposes. As the City’s phase-in of funding has occurred, PFA has been able to address several critical capital needs. Capital budgets are divided into two categories of funding: ongoing capital allocations and one-time allocations to capital and equipment.

• Continued capital funding programs PFA has a number of capital projects that are funded annually to provide the basic facilities and vehicles used in ongoing operations. In 2020 these projects include:

Station 7 Construction Station 6 Shop Remodel Completion of Burn Building Replacement Apparatus Replacement

Each of these projects has annual allocations and/or balances, which are carried forward from year to year. The purpose of these projects is to ensure that PFA allocates a predictable funding stream to capital projects. A detailed list of these funds in the non-lapsing accounts is included in the attached Comparative Budget Statement. The 2020 Budget continues to fund these programs at levels that allow for the orderly purchase of essential apparatus and construction projects.

• Reserved funding allocated to capital catch-up Continuing from the 2018 and 2019 Budget, PFA’s 2020 Budget includes $915,734 of ongoing funds earmarked for partial staffing of a future station or support unit. No single future year would be likely to provide adequate revenue growth to support one of these staffing increases, plus the cost of equipping a fire station, so staff has begun to earmark current sources for this future need. For example, a fully staffed Station 15 would require the addition of nine to 12 uniformed staff members. An additional support company could require as many as 12 to 16 FTE and would be housed in an existing station. The 2020 cost of the staffing of either one of these crews is estimated at $1.2 to $2 million. Staff has previously briefed the Board on the expansion of the Mechanic’s bays at Station 6 and the remodel of Administrative Offices at 102 Remington, but the appropriations for these projects was not shown in the Preliminary Budget. Funding for these two projects ($2 million for expansion of Station 6 and $175,000 for the Headquarters office remodel) are being allocated from existing capital projects funds. These funds from the Major Facility Remodel capital project have been accumulated over the past five years for such projects. The


Page 25

appropriations are included in the 2020 Budget as capital projects accounts are realigned with City accounting processes. The Senior Leadership Team has identified Station 7 (2817 N. Overland Trail, LaPorte) remodel as the priority for these funds in 2020 and recommends allocating $915,734 to fund a portion of the replacement or renovation of Station 7. Though detailed plans for updating this sub-standard facility have not yet been completed, a working estimate of $4.5 million has been developed to either substantially renovate and expand the station or completely replace the facility. These funds will be combined with an estimated $3.6 million from existing general fund reserves to fund the project. Further discussion of the ongoing status of PFA reserves is included above within the “Reserves” section. Additional one-time funds available for use in 2020 include the KFCG reserve held by PFA. The Senior Leadership Team reviewed the 2020 budget requests, and has determined that the recommended use of the KFCG reserve be allocated as shown in Table 9.

Table 9 Proposed Use of KFCG Reserve Held by PFA

Use Amount Facility Remodel Reserve $150,000 Facility Maintenance Reserve 100,000 Confined Space and Trench Rescue Prop 35,000 Electric Fans 25,000 Directional Arrows 16,581 Water Rescue Protective Gear 9,000 Tech Rescue Regional Training Event 15,240 Wildland Shelters (25 replacements) 10,500 Drone Program 20,000 Rescue Tool Replacement Reserve 15,000

Total $396,321

In 2019, PFA staff requested the KFCG reserve balance from the City of Fort Collins within the City’s Annual Adjustment Ordinance. This balance of $136,419 was transferred to PFA in November 2019 for use to pay for PFA’s portion of purchasing a regional command post. Staff recommends the PFA Board appropriate these funds in the 2020 budget to purchase a regional command post.

Change in Capital Accounting Beginning in late 2019 and for the 2020 Budget year, staff, with Board approval, has been working with the City of Fort Collins to modify the method used to account for capital spending and capital reserves. For accounting purposes (per City of Fort Collins Capital Procedures) the minimum requirement of a capital project:


Page 26

• Requires more than one year to complete • Have a definite beginning and end as contrasted to continuous maintenance • Involve a design or construction contract with outside forces or other City Departments • Require the creation of an appropriate budget of at least $50,000

Many of PFA’s 2019 capital projects do not meet the City’s criteria, and therefore, have been changed to reserves within the O&M budget. To align with the City’s Capital Projects Procedures, the majority of PFA’s capital projects have had the balances transferred, by Board action, to PFA’s O&M budget. Reserves have been created within the O&M budget for the balance amounts, and in future budgets, any ongoing contributions will be included in the O&M program budgets. Ongoing contributions will be budgeted within the O&M projects, and any funds that are not expended during the budget year will be transferred, at year-end, to the appropriate reserve. This will require planning for the next year’s budget to use reserve funds to fund needs, or will require going to the Board for appropriation. Best practice calls for staff to carefully plan its use of these reserves to eliminate needing to take capital requests to the Board outside of budget process, if at all possible. PFA Fund Matrix Table 11 and Figures 3 and 4 reflect PFA programs and the funds they use; general fund and capital project fund. The general fund is the general operating fund of the PFA (lapsing at year-end); the capital fund (non-lapsing) is used for the acquisition or construction of major capital facilities, firefighting apparatus, and savings for replacing equipment. Control of expenditures is at the fund level where all expenditures are tracked against appropriations. In addition to those two funds, the City of Fort Collins collects a capital expansion fee from new development to provide capital infrastructure. The money is transferred to PFA when the procurement of land, fire stations, apparatus, or other capital items are necessary to provide new service to the community. Currently the capital expansion fee revenue is accumulating, with a balance of $1.5 million) in a segregated account with the City of Fort Collins until it is needed for approved purposes.


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Program Fund

General Fund Capital Fund Total % of

BudgetCommunity Safety and Services $2,726,521 $2,726,521 5.86%Operations Division 24,167,388 24,167,388 51.95%Office of Chief and Administration 3,020,110 3,020,110 6.49%Support Division 8,537,271 8,537,271 18.35%Grants & Projects 87,128 87,128 0.19%Apparatus Replacement 1,442,586 1,442,586 3.10%Burn Building Prop 16,511 16,511 0.04%Station 6 Shop Remodel 2,015,000 2,015,000 4.33%Station 7 Remodel 4,509,750 4,509,750 9.69%

TOTAL $38,538,418 $7,983,847 $46,522,265 100.00%

Table 112020 Projected Appropriation Summary

PFA Fund Matrix

$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

2013 2014 2015 2016 2017 2018 2019 2020

Figure 3PFA Fund Structure History of Revenues

Capital Fund General Fund


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PFA O&M Allocations Figure 4 and Table 11 provide an overview of how funds are allocated within PFA including personnel costs for each division. Greater detail is available in the remainder of the budget document.

$0

$5,000,000

$10,000,000

$15,000,000

$20,000,000

$25,000,000

$30,000,000

Figure 4PFA Fund Allocations

General Fund Capital Fund

Admin CSS OPS SUPPORTGRANTS/ PROJECTS

2018 Actual $2,696,536 $2,960,317 $21,668,612 $5,078,933 $122,1492019 Adopted 2,671,154 2,967,719 22,923,291 5,571,785 87,1282019 Revised 2,671,154 2,967,719 22,923,291 5,571,785 87,128

2020 Projected 3,020,110 2,726,521 24,166,156 8,471,873 87,128

Note: The figures above do not include any transfers to Capital.

Table 11PFA O&M Allocations

$0$5,000,000

$10,000,000$15,000,000$20,000,000$25,000,000$30,000,000

Admin CSS OPS SUPPORTGRANTS/

PROJECTS

2018 Actual 2019 Adopted


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Annual Audit and Budget Basis The principle or basis used for budgeting is the same as used for accounting. Each fund is established for a specific purpose and is considered a separate accounting entity. Revenues are used to pay for operations and other ongoing activities throughout the year and any excess of revenues over expenditures are placed in the Reserve for Contingencies (fund balance) at year end. The PFA Board must approve and appropriate any expenditure from the two PFA funds (General Fund and Capital Fund), including expenditures from reserves. The approval is generally done prior to the beginning of each fiscal year, but can be done by the PFA Board anytime during the year if funds are available. The PFA Board may also approve the transfer of appropriations between funds. This occurs most often in the case of general fund reserves being transferred to a capital project. The modified accrual basis is used for budgeting and accounting. This means that revenues are recognized when they become measurable or available (cash basis), while expenditures are accounted for or recognized in the budgeting period incurred (accrual basis). An annual audit is performed by an independent auditor and submitted to the PFA Board of Directors and the State Auditor’s Office. Budget Summary 2018 – 2020 The amount of annual carryover can fluctuate each year, depending on the number and scope of multi-alarm fires that occur, minimum staffing, and workers’ compensation expenses caused by firefighter injury and illness. Following are explanations for differences in fund balance for each year represented on the Statement of Revenues, Expenditures and Changes in Fund Balances on page 25. 2018 Actual: General Fund – The excess of revenues over expenditures is $1,436,516, which is due to unanticipated

revenue from wildfire reimbursement, grant funds, and plan check fees. Capital Projects – The excess of revenues over expenditures is $3,318,136. Major expenditures did not

occur in 2018 as projected. Since these are non-lapsing projects, the appropriations and fund balances carryover from year-to-year, and expenditures may not be made in the year in which funds were appropriated.

2019 Revised: General Fund – The excess of revenues over expenditures is $0; a balanced budget. Capital Projects – The excess of revenues over expenditures is $-1,953,891. Major expenditures

projected include Apparatus Replacement, Burn Building, Computer/Technology Replacement, and Facilities Maintenance. Since these are non-lapsing projects, the appropriations and fund balances carryover from year-to-year, and expenditures may not be made in the year in which funds were appropriated.


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2020 Proposed: General Fund – The projected excess of revenues over expenditures is -$766,030, which is due to:

• One-time appropriations from the KFCG Reserve of $232,740; • Appropriations from Operations and Support reserves of $1,400,184; • Revenue not appropriated that will fall to reserves at year-end of $566,499 (insurance liability,

Station 15, SCBA Replacement, and radio replacement; • KFCG Reserves of $300,000 at year-end 2020 to offset expenditures from Support and

Operations Maintenance appropriations; • PVFPD revenue increase less 2.25% salary increase for BCs and DCs - $3,395

Capital Projects – The projected excess of revenues over expenditures is -$5,644,208. Major

expenditures projected include Apparatus Replacement, completion of the Burn Building, Station 6 Shop Remodel, and Station 7 remodel/renovation. Since these are non-lapsing projects, the appropriations and fund balances carryover from year-to-year, and expenditures may not be made in the year in which funds were appropriated.


Page 31

12/10/2019

2018 Actual

2019 Revised

2020 Proposed

2018 Actual

2019 Revised

2020 Proposed

2018 Actual

2019 Revised

2020 Proposed

REVENUESIntergovernmental $31,446,782 $33,358,385 $36,691,803 $3,334,515 $3,376,759 $2,300,829 34,781,297$ 36,735,144$ 38,992,632$ Fees and charges for services 1,141,291 669,294 739,897 1,141,291 669,294 739,897Earnings on investments 145,225 311,795 40,000 138,334 263,330 38,810 283,559 575,125 78,810Licenses and permits 270,337 261,449 179,358 270,337 261,449 179,358Miscellaneous revenue 838,309 309,986 54,700 41,449 87,859 879,758 397,845 54,700

Total Revenues 33,841,944 34,910,909 37,705,758 3,514,298 3,727,948 2,339,639 37,356,242 38,638,857 40,045,397

EXPENDITURESCommunity Safety & Service 2,960,317 2,914,721 2,726,521 2,960,317 2,914,721 2,726,521Office of Chief & Administration 2,696,536 2,945,681 3,020,110 2,696,536 2,945,681 3,020,110Operations Division 21,668,612 22,957,387 24,166,156 21,668,612 22,957,387 24,166,156Support Division 5,078,933 5,902,830 8,471,873 5,078,933 5,902,830 8,471,873Grants & Projects 122,149 87,128 87,128 122,149 87,128 87,128Capital Outlay 1,388,018 3,716,086 7,983,847 1,388,018 3,716,086 7,983,847

Total Expenditures 32,526,547 34,807,747 38,471,788 1,388,018 3,716,086 7,983,847 33,914,565 38,523,833 46,455,635

Excess of Revenues Over Expenditures 1,315,397 103,162 (766,030) 2,126,280 11,862 (5,644,208) 3,441,677 115,024 (6,410,238)

OTHER FINANCING SOURCESProceeds from sale of capital assets 13,000 13,000 0 0Transfers in 250,763 5,361,549 129,644 315,000 3,584,266 380,407 5,676,549 3,584,266Transfers out (129,644) (167,000) (3,584,266) (5,361,549) (129,644) (5,528,549) (3,584,266)

Total Other Financing Sources 121,119 5,194,549 (3,584,266) 142,644 (5,046,549) 3,584,266 263,763 148,000 0

Net Change in Fund Balances 1,436,516 5,297,711 (4,350,296) 2,268,924 (5,034,687) (2,059,942) 3,705,440 263,024 (6,410,238)

Fund Balances -- January 1 8,219,142 9,655,658 14,953,369 6,168,156 8,437,080 3,402,393 14,387,298 18,092,738 18,355,762

Fund Balances -- December 31 $9,655,658 $14,953,369 $10,603,073 $8,437,080 $3,402,393 $1,342,451 18,092,738$ 18,355,762$ 11,945,524$

Statement of Revenues, Expenditures and Changes in Fund Balances

General Fund Capital Fund Total General Fund and Capital

2020 Projections


Page 32

PROGRAM BUDGETS and STATEMENTS


Page 33

Operations Division, $24,166,156

Support Division, $8,471,873

Community Safety & Service,

$2,726,521

Office of Chief, Administration,

$3,020,110

Grants & Projects, $87,128

POUDRE FIRE AUTHORITY2020 Operations and Maintenance Budget $38,471,788

$4,779,798

$31,228

$4,198,702

$1,131,173

$462,172

Reserves - $10,603,073

Workers' Comp

Revenue

Contingency

Operations Eqp. Replacement

Support Maint. & Replacement


Page 34

Inspections, $587,056

Office Fire Marshal, $618,576Technical

Services, $696,102

Public Affairs & Education, $461,760

Fire Invest/Prev Support, $194,526

Fire Protection Systems, $168,501

Community Safety and Service$2,726,521


Page 35

CSS Division Strategic Plan and Accreditation Alignment

Strategic Initiatives: 1 – High Quality and Innovative Core Services 2 – Proactive Internal/External Communication. Strategic Goals: Goal 1 – Deliver the highest quality and innovate service within the Poudre Fire Authority

jurisdiction, which is guided by data analysis, self-assessment and aligned with the Center for Public Safety Excellence Fire and Emergency Service Self-Assessment Manual.

Goal 4 – Increase community awareness of the services provided by Poudre Fire Authority. Accreditation Self-Assessment Alignment: 5A – Community Risk Reduction Program 5B – Public Education Program 5C – Fire Investigation, Origin and Cause Program 5L – Public Affairs

CSS Division Outcomes

Targeted Outcome Measures Actual 2017

Actual 2018

Revised 2019

2020 Goal

Fire-related casualties per 100,000 population 1.45 .477 .750 .650

The CSS Division is under new leadership; outcome measures are being reevaluated and developed.


Page 36

Program Description: To support the PFA vision of being a respected values-driven leader, Technical Services maintains a partnered presence with the City of Fort Collins, Larimer County, Town of Timnath, and Colorado State University Building and Planning Departments. During the development and construction processes in these communities, Technical Services staff evaluates the fire safety features of each project to verify compliance with the provisions of the locally adopted fire code. Features such as fire apparatus access, exiting provisions, egress systems, water supply, and radio amplification systems are reviewed and inspected for compliance.

As local business continues to trend toward functions involving hazardous materials, uses such as cannabis cultivation and extraction facilities, distilleries, and semiconductor production facilities are reviewed and inspected for compliance with the fire code. Additionally, the installation and removal of all fuel storage tank systems are inspected in conjunction with local environmental and safety regulators, including the State Department of Oil and Public Safety.

As new codes are published, the changes are reviewed by Technical Services staff to evaluate their merit and make recommendations regarding their suitability within the jurisdiction. This is conducted in coordination with the City of Fort Collins, Larimer County, and the Town of Timnath, who each execute independent code adoptions. Program Objectives:

• To return tenant finish plans within 20 workdays of submittal to PFA. • To return new building plans within 30 workdays of submittal to PFA. • To conduct the final inspection required for the acquisition of the Certificate of Occupancy

within three workdays of request. • Provide development and construction guidance for the business community. • Prepare activity reports for construction plan reviews. • Prepare final inspection completion reports. • Provide fire protection and building safety information for inclusion in pre-plans and records

management. • Provide technical service collaboration with neighboring jurisdictions.

Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services Accreditation Self-Assessment Alignment: 5A – Community Risk Reduction Program

Division: Community Safety and Service Program: Technical Services


Page 37

Measures of Output Progress:

N/R = Not reportable; N/A* = Data is provided as a contextual reference for output measures Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $524,869 $500,653 $595,190 $476,214 $689,798 Purchased Prof & Tech Services 313 263 - 885 - Other Purchased Services 1,917 1,656 2,800 2,922 4,800 Supplies 829 1,457 1,504 1,644 1,504

Total $527,928 $504,029 $599,494 $481,665 $696,102 Adopted 2019 to Proposed 2020: 3% salary increase for civilian positions, 2.75% salary increase for uniformed positions, increase in benefits, one-time $1,000 increase to conference/travel (funded from Fire Prevention Bureau fees), and a development review position.

Strategic Initiative

Primary Self-Assessment

Category/Criterion Output

Measures

2017 Actual

2018 Actual

2019 Revised 2020 Goal

1 – High Quality and Innovative Services

Core Competency 5A3: The program has sufficient staff with specific expertise to meet the community risk reduction goals, objectives and identified community risks. 5A.4: A plan review process ensures that adopted codes and ordinances determine the construction of buildings and infrastructure (such as hydrants, access, street width)

% of tenant finish reviews completed within 20 days of submittal

90% 54% 88% 90%

% of new construction plan reviews completed within 30 days of submittal

90% 14% 92% 90%

% of final fire code inspections completed within 3 days of request

90% 100% 100% 100%

# of construction reviews/program FTEs

N/R N/R 77.14% N/A*

# of development reviews/program FTEs

N/R N/R 80.98% N/A*

# of final inspections/program FTEs

N/R N/R 75.57 N/A*



Page 38

Staffing: Full-time Equivalents (FTE)

Position Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Asst. Fire Marshal – Non-Rotational 1 1 1 1 1 40 hour Firefighter 2 2 2 2 3 Inspector/Plan Reviewer 0 0 1 0 1 Hourly Inspector/Plan Reviewer .73 .73 .73 .73 .73 Total 3.73 3.73 4.73 3.73 5.73



Page 39

Program Description: Under the general direction of the Fire Chief, the Community Safety and Service Division Chief (Fire Marshal) is responsible to direct and coordinate the activities of the Fire Prevention Bureau and Public Affairs and Education Office. Activities include planning, organizing and assigning the tasks within these program areas to assure objectives are accomplished in the short-term, and that long-range goals and plans are developed and accomplished to meet the organization’s mission. The Office of the Fire Marshal is responsible for the daily operations of the four program areas within Fire Prevention (Investigations, Inspection Services, Technical Services and Fire Protection Systems), as well as the management of the office. This includes direct interaction with internal and external customers with an underlying concentration on providing the highest possible customer service across the division. The Public Affairs and Education Office operates more independently than the remainder of the Division; however, the Division Chief of Community Safety and Service remains responsible for the development of, and completion of goals and missions within these two program areas. Program Objectives:

• Serve as the liaison to boards, commissions, business leaders, community groups and citizens on issues of fire and life safety, emergency management, planning, mitigation and recovery.

• Work closely with other divisions within PFA to develop and implement organizational programs that fulfill the overarching Authority goals and objectives.

• Evaluate current practices and operations within Fire Prevention to determine if the highest possible level of customer service is being provided to citizens, businesses and contractors who utilize PFA services.

• Work closely with the Building Services Departments at the City of Fort Collins, Larimer County, Town of Timnath, and Colorado State.

• Participate as a senior leadership team member within the organization and work as part of that team to realize the organizational goals and objectives of the Authority.

• Evaluate the effectiveness of current inspection and testing programs, including an extensive review of current business practices within Fire Prevention, with a long-term goal to concentrate resources on the most at-risk populations and buildings while still meeting mandated testing and inspection schedules.

Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services 5 – Governance and Organizational Sustainability Accreditation Self-Assessment Alignment: 5A – Community Risk Reduction Program 5B – Public Education Program 5C – Fire Investigation, Origin and Cause Program 5D – Domestic Preparedness, Planning and Response 5L – Public Affairs

Division: Community Safety and Service Program: Fire Marshal Office


Page 40


Program Inputs:

Account Actual 2017

Actual 2018

Adopted2019

Revised 2019

Proposed 2019

Personnel $532,102 $559,376 $589,818 $481,464 $526,510 Purchased Prof & Tech Services 22,461 36,103 40,000 38,280 46,311 Other Purchased Services 24,947 44,694 17,909 14,757 17,909 Supplies 66,682 37,971 27,846 24,402 27,846 Capital 22,238 0 10,000 4,336 -

Total $668,430 $678,144 $685,573 $563,239 $618,576 Adopted 2019 to Proposed 2020: 5% salary increase for Chief Officers, 3% salary increase for civilian positions, 2.75% salary increase for uniformed employees, increase in benefits, removed $20,000 one-time in 2019 for CSS survey and consultants, and moved $10,000 in ongoing funding to the IT budget for annual software fees. Staffing: Full-Time Equivalents (FTE)


Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Fire Marshal 1 1 1 1 1 Deputy Fire Marshal 1 1 1 1 1 Fire Safety Inspector/Plan Reviewer (Contractual)

1 1 1 1 .3

Admin Secretary II 0 0 2 2 2 Admin Secretary I 2 2 0 0 0 Total 5 5 5 5 4.3

Strategic Initiatives

Primary Self-Assessment Category/Criterion

Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal

1 – High Quality and Innovative Core Services 5 – Governance and Organizational Sustainability

Core Competency 5A.1: The authority having jurisdiction has an adopted fire prevention and building code.

% of fire safety complaints followed up on within 1 business day

90% 95% 95% 95%

Division: Community Safety and Service Program: Fire Marshal Office


Page 41

Program Description: The Office of Community Risk Reduction addresses a wide range of requests from external and internal customers. Service is provided through the management and development of public outreach and education activities. Internally, this work is driven by evaluating community risk, and then designing, implementing and delivering educational programs to reduce customer’s risk for death, injury and property loss. The Public Education team also processes community requests for education and interaction, including engine ride-alongs, fire extinguisher training, PFA presence at events, and more. Education is provided by the Community Risk Reduction Team, as well as other employees throughout the organization, including on-line firefighters. This office is also responsible for increasing public awareness of Poudre Fire Authority, the agency’s services provided to the community and taxpayers’ return on their investment. This is accomplished through a variety of means, including in-person events, messaging on social media, and public information officers’ response to emergency incidents. Program Objectives:

• Continue to improve data tracking processes, for public education and affairs programs, to ensure the best delivery of information in an attempt to change behaviors and reduce risk.

• Provide ongoing education to on-line firefighters and staff to empower an entire workforce of fire- and life-safety educators.

• Continue to expand public education programs to reach new and diverse populations, while identifying intersections with social service-related needs and forging relationships with the organizations that address those needs.

• Continue growing PFA’s audiences across social media platforms, website and through other means, ensuring that messaging complements or enhances public education and aligns with PFA’s vision, mission and values.

Strategic Initiative Alignment: 1 – High Quality and Innovative Services 2 – Proactive Internal/External Communications Accreditation Self-Assessment Alignment: 5B – Public Education Program

Division: Community Safety and Service Program: Public Affairs and Education


Page 42


N/R = Not Reportable



Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal

1 – High Quality and Innovative Core Services 2 – Proactive Internal/ External Communications

5B: The public education program is in place and directed toward reducing specific risks in a manner consistent with the agency’s mission and as identified within the community risk assessment and standards of cover. Core Competency 5B.1: The public education program (such as development and delivery) targets specific risks, behaviors, and audiences identified through incident, demographic, program data analysis, community risk assessment and standards of cover.

Number of citizens who have received a PulsePoint notification

N/R N/R 339 450

Number of people who demonstrated ability to use an extinguisher after training

N/R N/R 745 1,000

Rate of follow-up on social referrals

N/R N/R 20% 75%

Number of people who have toured a fire station

N/R N/R 320 400

Number of people who have practiced a fire drill (not including CSU or PD)

N/R N/R 199 250



Page 43

Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $276,485 $317,574 $379,744 $288,627 $408,274 Other Purchased Services 9,764 7,052 20,450 12,906 20,450 Supplies 27,838 24,349 35,150 22,957 33,036

Total $314,087 $348,975 $435,344 $324,490 $461,760 Adopted 2019 to Proposed 2020: 3% salary increase for civilian positions, increase in benefits, $7,000 ongoing increase (along with reallocation of funds within this budget) for risk reduction position. Staffing: Full-time Equivalents (FTE)


Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Public Affairs/Communications Manager

1 1 1 1 1

PIO/Communications Coordinator 0 0 1 1 1 Public Education /Risk Reduction 1 1 0 0 1 Admin Secretary II 1 1 1 1 1 PulsePoint Coordinator - - .36 .36 .36 Total 3 3 3.36 3.36 4.36



Page 44

Program Description: Inspection Services provides both general and suppression system inspections to commercial and multifamily residential buildings in PFA’s jurisdiction. This program ensures compliance with the fire code through inspections, education and enforcement when needed. Being a resource for the community when they want or need answers in regards to the fire code is another large part of the work load. The three Bureau 1 inspectors that work within this program are online firefighters that work as liaisons between the CSS Division and Operations. The Bureau 1’s are trained to assist with sprinkler and alarm systems as well as fire investigations. They inspect and enforce the code in assembly occupancies within PFA’s jurisdiction. They also monitor occupant loads within the drinking and dining establishments at night. A growing number of Marijuana Occupancies (kitchens, dispensaries, marijuana infused products, and plant husbandry) have brought a unique amount of workload to this program. Many hours continue to be spent on reviewing policies and procedures to keep the community safe from the hazards that come with these businesses. The services provided by this program are for the community as well as first-responders. Through a safe-built environment, education, and inspections, fire hazards can be decreased. This decreases the chance of fire as well as the dollar amount of fire loss when a fire does occur. Firefighters are educated in the fire suppression systems, which enables them to limit dollar loss to structures and use the systems to work in a safer environment thereby promoting a higher life safety for civilians and firefighters. Program Objectives: • Continue to maintain current information on each business that has been inspected. Additional

businesses being inspected will be brought up-to-date in the Records Management System. • Manage the inspection services part of Records Management System ensuring that all

information is accurate and accessible to the firefighters responding to these businesses. • Create a program within the Records Management System to organize and collect data in

regards to all the contact forms currently used. • Develop and facilitate opportunities for training. • Continue to educate Bureau 1 inspectors in suppression systems and investigation through

outside courses and conferences, making them a resource to instruct other PFA personnel. • Continue to work with Planning and Analysis to develop effective risk-assessment

methodologies.

Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services Accreditation Self-Assessment Alignment: 5A – Community Risk Reduction Program

Division: Community Safety and Service Program: Inspection Services


Page 45


N/R = Not Reportable; U/D = Under Development; Pending = Pending software Program Inputs:

Account

Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $371,299 $782,808 $868,518 $764,920 $562,437 Other Purchased Services 20,408 13,179 22,919 14,287 22,919 Supplies 4,709 14,181 1,700 782 1,700

Total $396,416 $810,168 $893,137 $779,989 $587,056 Adopted 2019 to Proposed 2020: 2.75% salary increase for firefighter and captain positions, increase in benefits, $1,000 one-time increase for conference/travel funded by Fire Prevention Bureau fees, and one code inspector paid by reducing minimum staff in the Fire Suppression budget. Staffing: Full-time Equivalents (FTE)


Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Assistant Fire Marshal 1 1 1 1 1 Hourly Code Inspector 4.38 4.38 4.38 4.92 5.54 Total 5.38 5.38 5.38 5.92 6.54



Output Measure

2017 Actual

2018 Actual

2019 Revised

2020 Goal

1 – High Quality and Innovative Core Services

Core Competency C 5A.2: The code enforcement program ensures compliance with applicable fire protection laws, local jurisdiction, hazard abatement, and agency objectives as defined in the community risk assessment and standards of cover. Core Competency C 5A.3: The program has sufficient staff with specific expertise to meet the community risk reduction program goals, objectives and identified community risks.

% of annual inspections completed

NR NR 88% 100%

% scheduled inspections requiring a follow-up inspection

N/R N/R 45% 0%

% of sprinkler systems in a

sprinkled building

activated by fire

N/R N/R 41% 0%

Division: Community Safety and Service Program: Inspection Services


Page 46

Program Description: • Perform activities related to the investigation of fires to determine the origin and cause. • Manage the investigation of fires at PFA in the areas of training, support, and documentation. • Work with other interested parties such as law enforcement, insurance companies, private

investigators and attorneys. • Manage the PFA Open Burning program. • Coordinate the Youth Fire Awareness Program in conjunction with the Public Information

Officer by providing the intake process into the program. • Coordinate the review, approval and inspection of fireworks, pyrotechnics and explosives

storage and use.

Program Objectives: • Investigate all fires referred by fire suppression or other parties of accidental, natural, arson,

or undetermined cause. • Work with local law enforcement, city attorney, and district attorney to bring closure to

investigations. • Maintain investigation files, reports, and documents. • Provide basic and advanced investigation training to all PFA investigators. • Approve or disapprove open burning requests within PFA jurisdiction and work with the

Larimer County Department of Health and Environment in regards to such. • Enforce the Fire Code and related division policies regarding open burning, fireworks,

explosives, and issuing permits. • Maintain confidential records systems, and investigation reports. • Work with the Youth Fire Awareness Program and with related individuals by providing the

intake process into the system. • Act as evidence custodian and technician for PFA. • Respond to queries from the public concerning general fire safety and related issues. • Review of Special Event permit applications and related coordination on the Incident Action

Plans necessary to ensure public safety. Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services Accreditation Self-Assessment Alignment: 5C – Fire Investigation, Origin and Cause Program

Division: Community Safety and Service Program: Fire Investigation


Page 47


N/R = Not Reportable; U/D = Under Development



Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal

1 - High Quality and Innovative Core Services

Core Competency 5C.5: The agency conducts a formal and documented appraisal, at least

annually, to determine the impacts of the fire

investigation, origin and cause program and its efforts to

reduce fires based on community assessment, standards of cover and measures performance.

% of time on-call Fire

Investigator arrives at the

scene within 30 minutes of

dispatch

90% 91.67% 100% 100%

% of incendiary fires closed with arrest

17% 38% 21% 21%

% of burn permits issued

or denied within 2

business days of submittal

U/R 97% 95% 95%

Core Competency 5D.3: The program has sufficient staff

with specific expertise to meet the fire investigation, origin and cause program goals, objectives and identified

community risks.

% PFA investigators

trained within 6 months of

incumbency

U/D 100% 100% 100%



Page 48

Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $176,844 $164,608 $182,469 $153,810 $186,049 Purchased Prof & Tech Services 80 9 - - - Other Purchased Services 5,448 1,757 4,302 2,656 6,802 Supplies 563 2,461 1,675 707 1,675

Total $182,935 $168,835 $188,446 $157,173 $194,526 Adopted 2019 to Proposed 2020: 2.75% salary increase for captain, increase in benefits, $1,000 one-time for conference/travel (funded by Fire Prevention Bureau fees). Staffing: Full-time Equivalents (FTE)


Actual 2017

Adopted 2018

Revised 2018

Proposed 2019

Assistant Fire Marshal 1 1 1 1 1



Page 49

Program Description: The Fire Protection Systems program is charged with ensuring that all fire protection systems (fire sprinklers, commercial and residential fire alarms, hood & duct, paint spray, clean agent, and special systems) are reviewed to meet the required codes and installation standards. Program Objectives:

• Provide systems plan review within the allotted time. • Provide plan review using PDF and CD submittals. • Streamline the systems plan review process by allowing the contractors to submit plans and

review PFA comments related to the project online. • Support Technical Services and Inspection Services as needed and specifically in the area of

fire suppression and alarm systems. Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services Accreditation Self-Assessment Alignment: 5A – Community Risk Reduction Program Measures of Output Progress:

N/R = Not Reportable



Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal


Core Competency 5A.3: The program has sufficient staff with specific expertise to meet the community risk reduction goals, objectives and identified community risks.

% of initial plan reviews completed within 20 days of receipt of complete submittal

90% 56% 92.5% 90%

Division: Community Safety and Service Program: Fire Protection Systems


Page 50

Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $155,893 $126,805 $163,475 $103,143 $166,251 Other Purchased Services 1,823 4,283 1,600 5,119 1,600 Supplies 799 338 650 2 650 Other - 11,081 - - -

Total $158,515 $142,507 $165,725 $108,264 $168,501 Adopted 2019 to Proposed 2020: 3% salary increase for civilian positions, increase in benefits, $1,000 one-time for conference/travel (funded by Fire Prevention Bureau fees). Staffing: Full-Time Equivalents (FTE)


Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Assistant Fire Marshal – Non-Rotational 1 1 1 1 1 Hourly Sprinkler Inspector 0 .73 .73 .73 .73 Total 1 1.73 1.73 1.73 1.73

Division: Community Safety and Service Program: Fire Protection Systems


Page 51

PFA Operations & Maintenance, $38,538,418

Office of Chief, Administration,

$3,020,110

Office of Chief & Administration - $3,020,110


Page 52

Administration Division Strategic Plan and Accreditation Alignment

Strategic Initiatives: 3 – Workforce Development/Culture 4 – Financial Responsibility 5 – Governance and Organizational Sustainability Strategic Goals: 5 – Develop and maintain a diverse, inclusive, well-trained, mission-ready workforce to protect life

and property 6 – Foster an environment of fiscal responsibilities at all levels 7 – Plan for long-term issues and demands that will shape the future of the Authority and its

governance structure Accreditation Self-Assessment Alignment: 1 – Governance and Administration 2 – Assessment and Planning 3 – Goals and Objectives 4 – Financial Practices 7 – Human Resources 10 – External Systems Relationships


Page 53

Administration Division Outcomes

Targeted Outcome Measures Actual 2017 Actual 2018 Revised 2019 2020 Goal

7B.4: The agency’s workforce composition is reflective of the service area demographics or the agency has put forth a reasonable effort by instituting an effective recruitment plan to achieve the desired workforce composition - % of minority firefighters

N/R

14% total workforce,

14.5% uniformed,

12.2% civilian

12.1% total workforce,

11.9% uniformed,

13.8% civilian

Reflect community at 15.6% minority population *

Demographic Data (hiring diversity) - % diverse recruit firefighters - minority

Reflect Increase 11% 16.6% 15.6% *

Demographic Data (hiring diversity) - % recruit firefighters - female

Reflect Increase 0% 0% ≥2%

Percentage diverse workforce – uniform minority N/R N/R 11.9% 15.6% *

Percentage diverse workforce – civilian minority N/R N/R 13.8% 15.6% *

Percentage diverse workforce – uniform female N/R N/R

8.1% (National average for

paid departments is

4% (NFPA)

10.0%

Percentage diverse workforce – civilian female N/R N/R 55.2% 46.4% *

% of budget underspent at year-end 3.3% 2.2% N/R 1.75%

Percent of accepted 2015 Accreditation Peer Team Recommendations Implemented

70% 70% 76% New

Recommendations in 2020

Financial audit findings indicating financial statements are in compliance with established accounting practices

100% 100% 100% 100%

N/R = Not Reportable; *Department of Labor, Larimer County Labor Force


Page 54

Program Description: The Office of the Fire Chief and Administrative Services provides administrative support services to the entire Poudre Fire Authority. These services include Financial and Budget Management, Human Resources, Planning and Analysis, and general administrative support. This program includes funding for the Fire Chief and the Administrative staff who support the Authority. Program Objectives:

• Provide leadership to the entire Poudre Fire Authority organization through the work of the Fire Chief, helping facilitate values and a unified mission to the organization through the cooperative work of the Senior Leadership Team.

• Develop and implement an updated organizational strategic plan, anchored in PFA’s Values, Mission and Vision.

• Provide executive and support services for the Poudre Valley Fire Protection District. • Provide support to Poudre Fire Authority Board of Directors and maintain relationships with

City Council via annual report. • Provide administrative assistance to all Divisions. • Provide financial management assistance in the areas of budgeting, audit and payroll to all

divisions. • Develop an annual operating budget and Long-Range Financial Plan for approval by the PFA

Board. • Oversee liability, property, and workers’ compensation insurance package. • Provide Human Resources services to the organization. • Ensure that 100% of employees receive an annual performance evaluation. • Develop and implement planning and analysis services for performance measurement,

program efficiency evaluation, and accreditation compliance through the Center for Public Safety Excellence.

• Manage external relationships through various intergovernmental agreements.

Division: Office of the Chief and Administration Program: Administrative Services


Page 55

Measures of Output Progress: Strategic Initiative


Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal

3 – Workforce Development /Culture 4- Financial Responsibility 5 – Governance and Organizational Sustainability

4C: Resource Allocation Financial resources are allocated appropriately to support the established organizational mission, the stated long-term plan, goals and objectives, and to maintain the quality of programs and services. 4B: Financial Practices Financial management of the agency exhibits sound budgeting and control, proper recording, reporting and auditing.

Meet and exceed Distinguished Budget Presentation Award criteria

100% 100% 100% 100%

Meet and exceed Government Finance Officers Association Certificate of Excellence in Financial Reporting criteria

100% 100% 100% 100%

7B.4: The agency’s workforce composition is reflective of the service area demographics or the agency has put forth a reasonable effort by instituting an effective recruitment plan to achieve the desired workforce composition - % of minority firefighters

% diverse applicants on eligibility list - minority

U/D No

Hiring Process

21.15% 20%

% diverse applicants on eligibility list - female

8% No

Hiring Process

11.54% 10%

3D. Measurement of Organizational Progress

Meet /exceed ICMA Center Performance Measurement Certificate of Excellence criteria

100% 100% 66% 100%

U/D = Under Development



Page 56

Program Inputs: Actual

2017 Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $1,359,631 $1,250,990 $1,442,048 $1,315,050 $1,699,757 Professional & Technical Services 277,052 177,990 145,522 124,343 145,522 Purchased Property Services 680,709 296,499 36,959 24,940 36,959 Other Purchased Services 701,433 807,268 679,013 472,372 757,642 Supplies 39,378 41,489 21,208 49,361 21,208 Capital - 68,805 - 79,967 - Other 24,461 5,593 346,404 50,551 359,022 Transfer to Capital 581,998 129,644 - 167,000 -

Total $3,664,662 $2,778,280 $2,671,154 $2,283,748 $3,020,110 Adopted 2019 to Proposed 2020: 5% salary increase for Chief Officers, 3% salary increase for civilian positions, 2.75% salary increase for uniformed positions, increase in benefits, increase in workers’ compensation costs, increase in property and liability insurance, $12,618 increase to contingency (Board policy), and funding for a Deputy Fire Chief. Staffing: Full-Time Equivalents (FTE)


Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Fire Chief 1 1 1 1 1 Deputy Fire Chief 0 0 0 0 1 Administrative Services Director 1 1 1 1 1 Division Chief 1 0 0 0 0 Employee & Labor Relations Mgr 0 0 1 1 1 Battalion Chief (staff) 1 1 1 1 1 Finance & Budget Supervisor 1 1 1 1 1 HR & Policy Administrator 1 1 1 1 1 Administrative Assistant 1 1 1 1 1 Exec. Administrative Assistant 2 2 2 2 2 Planning & Data Analyst 0 1 1 1 1 Administrative Secretary II 1 0 0 0 0 Accounts Payable Rep 1 1 1 1 1 Hourly Planning & Analysis 0 .25 .25 .25 .25 Total 11 10.25 11.25 11.25 12.25



Page 57

Fire Suppression, $23,813,695

Tech Rescue, $128,523

Hazardous Materials, $89,369

Volunteer Program, $56,540 Wildland, $39,806 Operations Eqp.

Replacement, $38,223

Operations Division $24,166,156


Page 58

Operations Division Outcomes Strategic Objective Targeted Outcome Measures Actual

2017 Actual 2018

Revised 2019 2020 Goal

1A % of time fire interceded upon prior to flashover 90% 97.06% 92.31% 98%

1A

% of time 1st arriving total response time to moderate-risk emergent fire incidents in the urban response area meets benchmark goal of 6:20

64% 62% 63% Verify and

validate benchmark

1A

% of time 1st arriving total response time to moderate-risk emergent fire incidents in the rural response area meets benchmark goal of 12:20

67% 88% 67% Verify and

validate benchmark

Operations Division Strategic Plan and Accreditation Alignment

Strategic Initiatives: 1 – High Quality and Innovative Core Services Strategic Goals: Goal 1 – Deliver the highest quality and innovative service within the Poudre Fire Authority jurisdiction, which is guided by data analysis, self-assessment and aligned with the Center for Public Safety Excellence Fire and Emergency Service Self-Assessment Manual. Accreditation Self-Assessment Alignment: 5E – Fire Suppression 5G – Technical Rescue 5H – Hazardous Materials 5K – Emergency Medical Services Possible other – CART, Rescue Task Force


Page 59

Program Description: To be a model of excellence for a modern, professional emergency service organization; to be a professional all hazards response team; to be on the cutting edge, leading the industry and setting standards for the fire service. Rapid response to fires and other emergencies by highly skilled and specially equipped personnel is the major emphasis of the Operations Division, and staff has developed the objectives to delineate the essential activities required for successful emergency response. Program Objectives:

• Maintain a 90th percentile total response time within the Urban Response Area of 6:20 minutes or less for the first-in engine company.

• Maintain a 90th percentile total response time within the Urban Response Area of 10:20 or less within the Urban Service Response area for the first-in support company.

• Emphasize sound emergency scene safety procedures to minimize firefighter injuries. • Provide adequate resources and plans to effectively handle 99% of the incidents to which PFA

responds. • Provide property conservation services to limit property damage caused by fire suppression

activities. • Intercede, control and recover from emergency incidents as rapidly and effectively as

possible. • Provide equipment, training and personnel to develop and maintain an effective emergency

communication system. • Maintain a company-based apparatus and equipment maintenance program to ensure 24-

hour operational readiness. • To work alongside the Community Safety and Service Division covering all disciplines within

the Operations Division.

Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services Accreditation Self-Assessment Alignment: 5E – Fire Suppression

Division: Operations Division Program: Fire Suppression


Page 60

Measures of Outcome Progress:

N/R = Not Reportable; Pending = Pending Deccan Software

Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $20,075,732 $21,110,405 $22,387,783 $20,108,969 $23,566,771 Professional & Technical Services -6,738 3,092 10,100 5,845 10,100

Purchased Property Services 30,986 261 2,000 1,919 2,000

Other Purchased Services 36,272 23,889 20,600 16,603 20,600 Supplies 49,103 33,683 28,805 1,806 28,805 Capital 16,470 120,831 - - 185,419

Total $20,201,825 $21,292,161 $22,449,288 $20,135,142 $23,813,695 Adopted 2019 to Proposed 2020: 5% salary increase for Chief Officers, 2.75% salary increase for uniformed employees, 3% salary increase for civilians, increase in benefits, addition of three firefighters (coverage), and two firefighter positions moved from Inspection Services budget to Fire Suppression budget.



Output Measure

2017 Actual

2018 Actual

2019 Revised

2020 Goal


Core Competency 5E.1: Given its standards of cover and emergency deployment objectives, the agency meets its staffing, response time, stations, pumping capacity, apparatus and equipment deployment objectives for each type and magnitude of fire suppression incidents.

Percentage of fires confined to object of origin

N/R N/R 54.73% >2019

90th percentile total response time of first-arriving unit on moderate risk structure fires

Pending Pending 9:12 6:20

Fires kept within 10% of building involvement upon arrival

N/R N/R N/R Pending



Page 61

Staffing: Full-time Equivalents (FTE)


Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Division Chief 0 1 1 1 1 Battalion Chief 6 6 6 6 7 Captain 42 42 42 42 42 Fire Inspection Coordinator (Bureau 1) 6 0 0 0 0 Warehouse Firefighter 1 1 1 1 1 Firefighters 114 114 119 119 125 Emergency Management Specialist 0 0 1 1 1 Total 169 164 170 170 177



Page 62

Program Description: Wildland and wildland-urban interface (WUI) fires constitute a significant hazard within PFA’s jurisdiction and are the statutory responsibility of the Authority. With over 110 wildfires occurring per annum (20% of fire calls), the scale of this hazard has increased over the past decade as illustrated by the 2012 High Park Fire that resulted in the destruction of 248 homes and one fatality. The Wildland Fire Program is coordinated by the Wildland Fire Officer and is comprised of an in-district-specialty station, an out-of-district team, PFA volunteer firefighters, and an open door for all on the Authority who wish to participate. Program Objectives: The goal of the Wildland Fire Program is to minimize the impact of wildland and wildland-urban interface fires by developing and maintaining public awareness, PFA suppression capabilities, and multi-jurisdictional cooperation at levels commensurate with the identified hazards and risks. The focus areas and associated objectives within the Wildland Fire Program include: Operations: • Ensure a safe and effective response to wildfire incidents within PFA’s jurisdiction. • Maintain an out-of-district team to support cooperators at the national level and enhance

experience and abilities within the Authority. • Maintain a wildland fire command team that can support the safe and effective management of

expanding wildfires to termination or transition to a higher level of command. • Develop and maintain inter-agency relationships in the realm of wildland fire.

Training: • Provide initial wildland fire training to career and volunteer recruits. • Provide annual refresher training to all uniformed personnel. • Provide higher level training to out-of-district and wildland command team members as well as

those stations with higher levels of wildland fire hazard in their areas in a cost-effective manner. Mitigation: • Ensure public education and Authority-wide situational awareness of WUI issues through the

Wildland Outreach and Planning Initiative (WOPI) and seek grant funding to that end. Equipment: • Ensure firefighters and apparatus are adequately equipped for safe and effective wildland fire

operations in a cost-effective manner. Apparatus: • Develop recommendations for the purchase, maintenance, and placement of wildland fire

apparatus. Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services

Division: Operations Division Program: Wildland Program


Page 63


Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020


Total $148,989 $145,143 $166,777 $138,249 $39,806 Adopted 2019 to Proposed 2020: 2.75% salary increase for uniformed positions. Personnel moved to Fire Suppression Budget (Special Operations Battalion Chief) and addition of $10,500 one-time for wildland fire shelters from KFCG reserve. Staffing: Full-time Equivalents (FTE)


Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Wildland/Volunteer Coordinator 1 1 1 1 0

Accreditation Self-Assessment Alignment: 5K – Wildland Fire Services


Primary Self-Assessment Category/Criterion Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal


5K: The agency operates an adequate, effective, and efficient program directed toward wildland firefighting.

Perform all WOPI assessments directly requested by homeowner within 30 days

100% 100% 100% 100%

Division: Operations Division Program: Wildland Program


Page 64

Program Description: Through maintaining a cadre of trained emergency responders, the PFA Volunteer Program strives to:

1) Provide multi-hazard emergency response in areas outside of the primary response of career stations, namely stations 9 and 11.

2) Enhance resilient emergency response throughout the Authority as a whole by reducing the drain on the system into areas of 9 and 11 and by providing support to the system during greater alarm incidents.

3) Afford an avenue for citizens and aspiring career firefighters to serve the community while learning about the fire service and the Poudre Fire Authority.

4) Provide an additional source of service and education to citizens in regards to fire service issues. Program Objectives:

• Maintain Station 9 & 11 response at 40% during summer staffing and 25% for the year by: - Continuing to identify times of peak call volume and target staffing accordingly. - Maintaining the seasonal staffing program to address times of peak call volume. - Conducting outreach into the communities of Stations 9 and 11 for the recruitment of new

program members. • Improve retention of personnel to a minimum of 18 personnel in order to maintain response

competency and reduce costs associated with training and equipping new personnel. • Support the retention of personnel and reliability of staffing by maintaining a compensation

plan for program members within current budget. Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services Accreditation Self-Assessment Alignment: 5E – Fire Suppression 5F – Emergency Medical Services 5G – Technical Rescue 5K – Wildland Fire Service

Division: Operations Division Program: Volunteer Program


Page 65


N/R = Not Reportable Program Inputs:

Account

Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020


Total $39,422 $77,791 $56,037 $44,445 $56,540 Adopted 2019 to Proposed 2020: 2.75% salary increase for uniformed positions. Staffing: Full-time Equivalents (FTE)



Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal


5F.1 and 5K.1 Given its standards of cover and emergency deployment objectives, the agency meets its staffing, response time, station, apparatus and equipment deployment objectives for each type and magnitude of emergency medical incidents and wildland fire incidents.

% of PFA volunteers

attending at least 12

volunteer specific

training events

100% 98.5% 92% 100%

% of Station 9 and 11 calls responded to by volunteer personnel during summer staffing

25% 36% 54% 40%

% of Station 9 and 11 calls responded to by volunteer personnel in off season

25% 22% 23% 25%

Position Overseen by Special Operations Battalion Chief; salary in Fire Suppression Budget

Division: Operations Division Program: Volunteer Program


Page 66

Program Description: Hazardous materials can be described as substances that, when released from the intended container, can cause harm to persons or the environment. The Hazmat Program supports the personnel, training and equipment necessary for response to hazardous materials incidents within PFA’s jurisdiction and as a mutual aid partner for surrounding agencies. The program objectives are to minimize the adverse effects of a hazardous materials release on life, property and the environment. The program supports training for Poudre Fire Authority personnel consistent with the requirements of the Code of Federal Regulations and state and local requirements as they relate to emergency response to hazardous materials incidents. Program Objectives:

• Minimize the adverse effects of a hazardous materials release on life, property and the environment.

• Provide for eight Colorado Municipal Certification Board (CMCB) certified Hazmat technicians per shift. o Four Full Techs assigned to Station 10 on each shift. (Reference Hazmat technician training

document). o Four Tech Lites minimum per shift. (Reference Hazmat technician training document).

• Ensure that training and competencies outlined in the Code of Federal Regulations part 29 (CFR29) are met by all PFA response personnel.

• Provide and maintain specialized tools and equipment necessary for hazardous materials response.

• Maintain abilities to support consortium Hazmat response. • Provide Technician Level training to other staff as funding allows.

Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services Accreditation Self-Assessment Alignment: 5H – Hazardous Materials (Hazmat)

Division: Operations Division Program: Hazardous Materials Emergency Response


Page 67


N/R = Not Reportable; Pending = Pending Deccan Software Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $41,541 $34,600 $58,707 $20,906 $60,321 Other Purchased Services 28,008 9,383 7,548 25,297 7,548 Supplies 21,290 27,950 21,500 11,297 21,500 Capital - - 45,000 269 -

Total $90,839 $71,933 $132,755 $57,769 $89,369 Adopted 2019 to Proposed 2020: 2.75% salary increase for uniformed positions, removal of $45,000 one-time in 2019 for grant match. Staffing: Full-time Equivalents (FTE) Position Utilizes personnel from Station 10 and Special Operations Battalion Chief whose salaries are carried in the Fire Suppression budget.



Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal

1 – High Quality and Innovative

Core Services

5H.2: The agency maintains appropriate training,

operations policies and documentation that response personnel are compliant with

all applicable hazardous materials regulations and laws.

5H.4: The agency complies

with all aspects of applicable hazardous material regulations

such as, annual refresher training, medical monitoring of

response personnel, annual physical examinations as

applicable per standards, and exposure record retention.

Maintain a minimum level of hazardous materials technicians assigned to the Operations Division meeting the CFR 29 Standard

24 34 34 30

Retention rate of hazardous materials technicians assigned to the Operations Division = ((E-N)/S))

90% 96% 100% 100%

Division: Operations Division Program: Hazardous Materials Emergency Response


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Program Description: This program is working to improve and maintain the technical rescue service level to the community. Technical rescue incidents involve trench rescue, confined space rescue, high and low angle rope rescue, still, ice, and swift water rescue, building collapse, elevator, large animal rescue, and vehicle and machinery rescue. New equipment including collapse equipment, supplied air breathing units, a collapse rescue truck, and other needed items have been purchased and put in service. This has enhanced the capabilities for technical rescue incidents. Staff continues to train, identify community risks and look for additional funding to increase the services of these skills that are used on a weekly basis. Program Objectives:

• Provide for trained personnel to respond safely to technical rescue emergencies. • Maintain service levels as it relates to technical rescue standards. • Facilitate a regional training with neighboring fire department(s). • 100% of emergency personnel to participate in ice rescue update. • 100% of emergency personnel to participate in swift water update. • Increase the number of swift water 2 certified rescue personnel within the river corridor. • 100% of support company personnel, station 4 & 7 personnel to receive an update on rope

rescue. • 100% of support company personnel to receive an update on trench rescue. • 100% of support company & hazmat personnel to receive an update on confined space

rescue. • 100% of Support Company and Station 6 personnel receive update on big rig rescue. • Restructuring large animal rescue using station 12 personnel. • Complete operational plan for technical rescue. • Look at re-organization of technical rescue disciplines. Adding engine companies to skill set

training/response and separating Tower 1 and Ladder 5 responsibilities. • Identify and replacement of outdated technical rescue equipment. • In working with the Accreditation team, streamline the data collection process for technical

rescue through data gathering using the Image Trend application. • Increase the confined space technician qualification by two personnel. • All swift water 2 certified rescue personnel to complete swift water JPR requirement.

Implement JPR for trench, confined space and rope rescue annually.

Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services Accreditation Self-Assessment Alignment: 5G – Technical Rescue

Division: Operations Division Program: Technical Rescue


Page 69


N/R = Not Reportable; Pending = Pending Deccan Software Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020


Total $90,839 $87,767 $118,434 $84,279 $128,523 Adopted 2019 to Proposed 2020: 2.75% salary increase for uniformed positions, additional $15,240 one-time for regional training event from KFCG reserve. Staffing: Full-time Equivalents (FTE) Position Utilizes staff from the Fire Suppression budget.


Primary Self-Assessment Category/Criterion Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal


5G.2: The agency establishes minimum training and operational standards; compliant with local, state and national standards, and that all personnel who function in the technical rescue program meet training and operational standards.

Delivery of technical rescue discipline Authority-wide trainings delivered in accordance with the technical rescue operational plan

4 4 5 5

Core Competency 5G.1: Given the agency’s standards of cover and emergency deployment objectives, the agency meets its staffing, response time, station, apparatus, and equipment deployment objectives for each type and level of risk of a technical rescue incident.

% of time Poudre Fire Authority meets its technical rescue effective response force benchmark performance.

N/R Pending 86% 90%

Division: Operations Division Program: Technical Rescue


Page 70

Support Maint. & Replacement,

$2,605,972

Training, $1,134,433Support Ops & Maint,

$1,108,849

Systems/Information Mgt, $1,088,366

Equipment Maint, $1,018,176

EMS, $558,516 Facilities Maint, $491,712

Occupational Health, $139,141

SCBA Maint.$117,531

Warehouse, $83,500

EMS Perf. Mgt., $81,013

Recruitment, Hiring, Cptn & BC

Development, $44,664

Support Division - $8,471,873

Training $1,134,433:Training Ctr Ops & Maint $740,964Employee Training & Develop $131,521Recruit Fire Academy $197,342Certification $ 64,606


Page 71

Support Division Strategic Plan and Accreditation Alignment

Strategic Initiatives: 1 – High Quality and Innovative Core Services 3 – Workforce Development/Culture 4 – Financial Responsibility Strategic Goals: Goal 2 – Provide the highest level of care, and enhance public safety, through development of an

efficient, integrated and collaborative EMS system Goal 5 – Develop and maintain a diverse, inclusive, well-trained, mission-ready workforce to

protect life and property Goal 6 – Foster an environment of fiscal responsibilities at all levels. Accreditation Self-Assessment Category Alignment: 6 – Physical Resources 7 – Human Resources 8 – Training and Competency 9 – Essential Resources

Support Division Outcomes

Targeted Outcome Measures Actual 2017 Actual 2018 Revised 2019

2020 Goal

Neurologically intact cardiac arrest survivors 3 9 18% * 20% % diversity applicants—minority identified No Hiring

Process No Hiring Process 21.66% 19%

% diversity applicants —female No Hiring Process

No Hiring Process

8.8% 10%

% diverse applicants on eligibility list—minority U/D No Hiring Process

21.15% 20%

% diverse applicants on eligibility list —female U/D

No Hiring Process 11.54% 10%

Workers’ Compensation Experience Modifier .80 .96 1.02 .85 Internal IT Security – Failure Rate of PFA initiated security challenges/# of employees 9.34% 7.3% 7.78% 5%

U/D = Under Development; *Number for 2019 equals 19; future reporting to be in percentage of cardiac arrest survivors.


Page 72

Program Description: This program is for administration and maintenance of the PFA Training Center located at 3400 West Vine Drive. This includes, but is not limited to, services affecting the maintenance of buildings, landscaping, training props, classroom computers and video equipment, clerical support for programs, custodial contracts, office supplies and equipment, telephones, and scheduling internal and external use of the facilities. Program Objectives:

• Keep all facilities, props and equipment at the PFA Training Center in safe and reliable operating condition.

• Provide a process for scheduling external and internal use of the training facility. • Maintain respectful and caring relationship with neighboring residents. • Continue funding for burn building upkeep thereby extending its use two years beyond 2017.

Engineer’s inspection will determine life of building. Replace cracked block, ceiling tiles and metal walls as identified. At the engineer’s suggestion, inspections are being conducted every two years unless conditions warrant otherwise. With the construction of the new burn prop this building will be maintained and improved for non-live fire training.

• Plan for growth into the future including the planning, funding, and building for a new burn prop and ventilation prop into 2020.

• Plan Phase I of a new technical rescue training area and preparing the site for new props in this service area.

• Plan and update the kitchen in building A. • Hire a part time employee to assist with facilities maintenance. • Upgrade all AV equipment in the classrooms of building A.

Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services 3 – Workforce Development/Culture 4 – Financial Responsibility Accreditation Self-Assessment Alignment: 6B – Fixed Facilities 8C – Training and Education Resources

Division: Support Division Program: Training Center Operations and Maintenance


Page 73


Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $699,943 $693,211 $670,285 $635,735 $707,141 Purchased Prof & Tech Services 38,108 6,298 10,913 7,719 7,913 Purchased Property Services 45,313 4,245 - 3,050 3,000 Other Purchased Services 20,969 4,862 4,150 7,116 4,150 Supplies 41,713 42,179 18,760 36,356 18,760 Capital 10,075 - - 38,794 -

Total $856,121 $750,795 $704,108 $728,770 $740,964 Adopted 2019 to Proposed 2020: 5% salary increase for Chief Officers, 2.75% salary increase for uniformed positions, 3% salary increase for civilian positions, increase in benefits, reallocation of funds from Employee Training and Development budget for hourly position. Staffing: Full-time Equivalents (FTE)

Position Actual 2017 Actual 2018 Adopted 2019 Revised 2019 Proposed 2020 Battalion Chief 1 1 1 1 1 Training Captain 3 3 3 3 3 Admin Secretary II 1 1 1 1 1 Hourly .5 .5 0 0 .35 Total 5.5 5.5 5 5 5.35

Strategic Initiative Primary Self-Assessment

Category/Criterion

Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal

1 – High Quality and Innovative Core Services 3 – Workforce Development/Culture 4 – Financial Responsibility

Core Competency 8C.1: Facilities and Apparatus are provided to support the agency’s all-hazards training needs. The agency has plans addressing any facilities and apparatus not available internally to complete training activities

Number of trimester inspections of all facilities, props and equipment to identify potential safety problems, limiting exposure to hazards and lowering risk completed on time

3 3 3 3

Division: Support Division Program: Training Center Operations and Maintenance


Page 74

Program Description: This program supports employee training, professional development, external education, continuing education, tuition reimbursement, new program development, educational resources and texts, and basic skills associated with PFA personnel roles and responsibilities. This includes training and professional development of firefighters, driver operators, current and prospective captains, battalion chiefs, and civilian employees. Program Objectives:

• Continue a sustainable professional development program for PFA firefighters, captains, and chief officers that embraces a national professional development model.

• Create an environment that supports civilian employees’ professional development. • Develop and provide classroom and field training on selected topics to all uniformed PFA

personnel. • Provide for annual Driver/Operator, Captain, and Battalion Chief Academies as indicated by

organizational needs. • Ensure and maintain a competency-based training program that is consistent with National

Fire Protection Association (NFPA) firefighter standards, Insurance Services Office (ISO) recommendations, accreditation performance indicators, regulatory mandates, and the PFA strategic plan and PFA policies.

• Maintain required training records consistent with National Fire Protection Association (NFPA) firefighter standards, Colorado Municipal Certification Board (CMCB) requirements, ISO recommendations, accreditation performance indicators, regulatory mandates, and the PFA strategic plan and PFA policies.

• Provide PFA employees innovative self-training opportunities. • Plan and implement a trial mentoring program .

Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services 3 – Workforce Development/Culture 4 – Financial Responsibility Accreditation Self-Assessment Alignment: 8A – Training and Education Program Requirements 8B – Training and Education Program Performance

Division: Support Division Program: Training – Employee Training and Development


Page 75




Category/ Criterion Output Measures 2017

Actual 2018

Actual 2019

Revised 2020 Goal

1 – High Quality and Innovative Core Services 3 – Workforce Development/ Culture 4 – Financial Responsibility

8B: Training and Education Program Performance Training/ education programs are provided to support the agency’s needs.

Basic Skills – Completion rate of Target Solutions assignments within designated timeframe

100% 100% 73% 100%

Driver Operator (DO) - Completion rate of Target Solutions assignments within designated timeframe

100% 100% 100% 100%

(DO) – Provision of DO academy during calendar year

1 1 1 1

Truck DO - Completion rate of Target Solutions assignments within designated timeframe

100% 100% 100% 100%

Officer Development – Provision of Fire Officer I and II classes in conjunction with CSU

1 each 1 FOI 0 FOII

1 FOI 1FOII

1 each

Officer Development – Provision of Fire Instructor I classes

2 1 1 1

Officer Development - Completion rate of Target Solutions assignments within designated timeframe

100% 100% 81% 100%

Officer Development - Provision of Captain/BC academy during calendar year

Two times per year

1 each 1 each 1 each



Page 76

Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $50,423 $50,953 $105,641 $39,038 $77,915 Professional & Technical Services 3,180 33,957 6,507 13,335 6,507 Other Purchased Services 40,004 66,033 52,776 39,887 32,776 Supplies 12,415 1,485 - 5,554 14,323

Total $106,022 $152,428 $164,924 $97,814 $131,521 Adopted 2019 to Proposed 2020: 2.75% salary increase for uniformed positions, reallocation of funds to Training Operations and Maintenance budget. Staffing: Full-time Equivalents (FTE) Position Training staff as necessary; salaries carried in the Training Center Operations & Maintenance budget.

Core Competency 8B.3: The agency

evaluates individual and crew

performance through validated and documented

performance-based measurements

Review, develop and deliver Company Performance Tasks (CPTs) used to evaluate crews on core competencies

Two times per year

Two times per year

Two times

per year

Two times per year

Review, develop and deliver D/O competency evaluations

1 per year

1 per year

1 per year

1 per year

8B.5: The agency maintains a training records management system that meets recognized standards

Maintain training records/certifications throughout the year to NFPA standard Analyze training records annually for ISO, regulatory, and PFA policy compliance

100% 100% 100% 100%



Page 77

Program Description: This program provides training and education for new career firefighters. This includes new employee orientation and all related new employee training activities after the start date and prior to shift assignment. This program is administered twice a year through the Front Range Fire Consortium (FRFC) membership departments. The Training Division provides instructor support, program administration and management, funding, testing and temporary housing for recruits. Program Objectives:

• Maintain a professional learning environment for new recruits. • Provide training on Firefighter I and II skills and knowledge to meet a standard performance

level of NFPA standards and certification. • Provide training on Hazardous materials awareness and operations level training and

certification. • Provide training on specialized rescue awareness level. • Provide training on Red Card wildland training and certification. • Provide training on apparatus familiarization and operations. • Provide training on familiarization of records, reports and policies associated with firefighting. • Graduate a recruit with a CMCB Firefighter I, Firefighter II, and Hazardous Materials

Operations certifications. • Complete all billing of the FRFC under the lease agreement. • Maintain and deliver all standardized test for the duration of the fire academy.

Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services 3 – Workforce Development/Culture 4 – Financial Responsibility Accreditation Self-Assessment Alignment: 7B – Recruitment, Selection, Retention and Promotion 8B – Training and Education Program Performance

Division: Support Division Program: Training – Recruit Fire Academy


Page 78


Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $94,386 $87,643 $23,841 $85,411 $24,497 Other Purchased Services 19,103 -3,287 158,745 7,265 170,745 Supplies 13,315 20,874 2,100 11,078 2,100

Total $126,804 $105,230 $184,686 $103,754 $197,342 Adopted 2019 to Proposed 2020: 2.75% salary increase for uniformed positions, $168,000 one-time from fire suppression salary lag. Staffing: Full-time Equivalents (FTE) Position Part-time instructors and training staff as necessary; salaries carried in Training Center Operations and Maintenance budget.




Measures

2017 Actual

2017 Actual

2019 Revised

2020 Goal


Core Competency 8B3: The agency evaluates individual and crew performance through validated and documented performance-based measurements

% recruits that complete the FRFC Recruit Academy to be certified at a minimum of Firefighter-I and Hazmat Operations

100% 100% 100% 100%

7B.5: A new member orientation program is in place.

% recruits successfully completing post academy introductory period within one year

100% 100% 100% 100%

% recruits who complete a task book prior to the end of their introductory year

100% 100% 100% 100%

Division: Support Division Program: Training – Recruit Fire Academy


Page 79

Program Description: The Training Division provides and maintains certification for all career uniform personnel through the CMCB. The Training Division develops, provides and supports all facets of certification; including supportive classes, testing and evaluation administration for PFA and CMCB members, and recordkeeping of all current and expired certifications. The program pays for the direct costs to the CMCB for one sixth of the expenses, administrative fees, office and management costs and tests for the entire PFA certification program. Program Objectives:

• Provide numerous CMCB certifications and/or certificates of recognition or compliance to career uniform personnel.

• Provide classes supporting the following certifications: Firefighter I & II; Hazmat Operations; Hazmat Technician; Fire Instructor I; Fire Officer I & II; and Driver/Operator at least once per year.

• Provide funding to support new certifications (e.g., Fire Officer III, Tech Rescue) • Continue working and improving programs with CMCB, CSU, and Aims Community College in

education and certification. Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services 3 – Workforce Development/Culture 4 – Financial Responsibility Accreditation Self-Assessment Alignment: 8A – Training and Education Program Requirements 8B – Training and Education Program Performance

Division: Support Division Program: Training - Certification


Page 80


Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $9,211 $2,023 $16,350 $- $22,606 Other Purchased Services 33,967 28,060 32,000 24,973 42,000

Total $43,178 $30,083 $48,350 $24,973 $64,606 Adopted 2019 to Proposed 2020: 2.75% salary increase for uniformed positions, and reallocation of funds from Employee Training and Development budget. Staffing: Full-time Equivalents (FTE)

Position Training staff as necessary; salaries carried in Training Center Operations & Maintenance budget.




Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal


8A.4: The agency has identified minimum levels of training required for all positions in the organization

% of firefighters possessing required certificates based on their eligibility and current policy

100% 100% 100% 100%

% of firefighters passing training programs and obtaining certifications

100% 100% 100% 100%

8B.1 A process is in place to ensure that personnel are appropriately trained

% of Captains and BCs certified to Fire Officer I

100% 100% 100% 100%

% of BCs certified to Fire Officer II

55% 67% 72% 77%

8B.5: The agency maintains a training records management system that meets recognized standards

% of current certifications filed electronically in a searchable format

100% 100% 100% 100%

Division: Support Division Program: Training - Certification


Page 81

Program Description: Provide technical expertise (LAN, WLAN, WWAN, Video Teleconference and computer support) to develop, coordinate, implement and maintain complex and varied information systems. Provide application development and Geographic Information System (GIS) services including application development for data collection and analysis as well as software programs that provide interfaces between service areas throughout the organization. Provide response mapping and routing, including maintenance of map layers displaying building/residential locations, hydrants, urban interface information and other pertinent facts dealing with special hazards. Program Objectives:

• Improve overall system performance of PCs, laptops, servers, tablets, smartphones, and peripheral devices.

• Continue to improve the design of PFA’s Information Technology (IT) Infrastructure. • Plan, implement, and improve long-term disaster recovery practices. • Continue to develop and enhance the Internet website for PFA. • Build upon external agency collaboration when similar objectives are required. • Ensure adequate training for end-users. • Support and enhance the Emergency Operations Center classroom and the command post

vehicle for disaster situations/responses. • Be a contributing member of the Combined Regional Information Systems Project team. • Enhance and provide new technologies for end users. • Expand use of the server systems for Intranet content. • Continue to update and enhance policies delivered to computers and end-users. • Develop a knowledge base on the Intranet to better utilize technology. • Develop applications that enhance data collection and analysis as required by the

organization. • Develop custom application programming interfaces that interface various software programs

with one another. • Identify opportunities for a reduction of reliance on customized software services. • Improve emergency response effectiveness by providing hard copy 100 block map book, area

response wall maps, and emergency field map updates. • Improve emergency response effectiveness by providing electronic accessibility to response

data 100% of the time. • Upon receipt, ensure that emergency response personnel have updated hazard information

for identified locations. • Work with other GIS groups to promote consistency in GIS data. • Solicit input from end users to meet the changing and emerging needs of the PFA.

Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services 4 – Financial Responsibility

Division: Support Division Program: Systems/Information Management


Page 82




Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal

1 – High Quality and Innovative Core Services 4 – Financial Responsibility

9C.3: Technological resources (e.g.,

telecommunications equipment, computer

systems, general business software, etc.) and the

information management system are appropriate to support the needs of the

agency. Access is available to technical support personnel

with expertise in the systems deployed by the agency.

Documentation and analysis of data are accessible to the

agency.

% Satisfaction rating as

assessed on IT end-user survey

90% 79% 82% 90%

% up-time for Fire Records

Management System

99.5% 99.5% 99.9% 100%

% up-time for IT infrastructure 98% 99% 99% 99%

Number of suspected malware

incidents/year

10 4 0 0

% of helpdesk problems resolved

95% 90% 98% 99%

% of submitted map changes distributed in

hard copy within 6 months from date of receipt

95% 100% 100% 100%

% of submitted changes entered into GIS database within 7 days

95% 100% 100% 100%


Accreditation Self-Assessment Alignment: Category 2 – Assessment and Planning 9C – Administrative Support and Office Systems


Page 83

Program Inputs: Actual

2017 Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $474,188 $558,806 $605,497 $508,377 $587,380 Other Purchased Services 298,226 269,268 249,442 263,419 256,942 Supplies 70,345 165,647 234,044 330,522 244,044 Capital 62,532 - - - -

Total $905,291 $993,721 $1,088,983 $1,102,318 $1,088,366 Adopted 2019 to Proposed 2020: 3% salary increase for civilian positions, increase in benefits, increase of $7,500 for HR Acuity software, and $10,000 from Office of Fire Marshal budget for ongoing Deccan software licenses. Staffing: Full-time Equivalents (FTE)


Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

IT Manager 1 1 1 1 1 IT Analyst 2 2 2 2 2 IT Support Specialist 1 1 1 1 1 GIS Programmer/Analyst 1 1 1 1 1 Total 5 5 5 5 5



Page 84

Program Description: The Support Division’s Operation & Maintenance program is for the administration, purchase and maintenance of PFA supplies related to the daily operations. This includes, but is not limited to, services affecting protective clothing (bunker gear), equipment required by recruit firefighters, tools and supplies used in emergency operations and daily activities, radio purchase and repair, safety supplies, health services, and health equipment. The program covers the annual compensation of the Support Division Chief and the Health and Safety Battalion Chief. Program Objectives:

• Purchase and maintain radio equipment to provide safe and reliable communications for emergency and non-emergency incidents. Track radio numbers and reliability for planning purposes.

• Purchase and maintain required clothing and bunker gear for all uniformed personnel. This clothing must meet National Fire Protection Association (NFPA) standards for emergency operations.

• Purchase and maintain tools and equipment for daily and emergency operations. • Provide opportunities for Research and Development to foster communication equipment,

personal protective equipment and tools to best serve internal and external customers. Strategic Initiative Alignment: 4 – Financial Responsibility Accreditation Self-Assessment Alignment: 6F – Safety Equipment 9B – Communication Systems

Division: Support Division Program: Support Operations & Maintenance


Page 85



Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $353,424 $344,203 $377,462 $343,295 $517,776 Purchased Property Service 98,525 144,333 107,000 110,196 107,000 Supplies 404,098 305,976 451,573 255,227 484,073

Total $856,047 $794,512 $936,035 $708,718 $1,108,849 Adopted 2019 to Proposed 2020: 5% salary increase for Chief Officers, 2.75% salary increase for uniformed positions, increase in benefits, $175,000 one-time increase for new hire equipment from fire suppression salary lag, $20,000 one-time for drone program, and increase of physical therapist position. Staffing: Full-time Equivalents (FTE)


Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Division Chief 1 1 1 1 1 Battalion Chief (staff) 1 1 1 1 1 Physical Therapist 0 0 0 0 1 Total 2 2 2 2 3



Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal

4 – Financial Responsibility

6F.3: Safety equipment replacement is scheduled, budgeted and implemented, and is adequate to meet the agency’s needs.

% of firefighters having NFPA compliant bunker gear, including a reserve set

100% 100% 100% 100%

Division: Support Division Program: Support Operations & Maintenance


Page 86

Program Description: This program provides for operation of the PFA mechanic shop with Emergency Vehicle Technician personnel to assure that all PFA apparatus/equipment is properly maintained. Program Objectives:

• Assure the maintenance and upkeep of all fire apparatus and vehicles necessary to operate the Fire Authority.

• Maintain a high level of expertise through on-going training for equipment maintenance personnel.

• Assure that all vehicles meet state and federal standards. • Minimize downtime of apparatus due to repair or routine maintenance. • Maintain sufficient reserve apparatus to assure reliable backup apparatus for timely

emergency response. • Maintain portable firefighting equipment. • Install emergency warning devices, radios, telephones and mobile data terminals.

Strategic Initiative Alignment: 4 – Financial Responsibility Accreditation Self-Assessment Alignment: 6D – Apparatus Maintenance

Division: Support Division Program: Equipment Maintenance


Page 87


N/R = Not Reportable Program Inputs: Actual

2017 Actual 2018

Adopted 2019

Revised 2019

Proposed 2020


Total $681,204 $833,812 $922,038 $821,140 $1,018,176 Adopted 2019 to Proposed 2020: 3% salary increase for civilian positions, increase in benefits, additional $45,000 ongoing for parts and fuel. Staffing: Full-time Equivalents (FTE)


Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Fleet Maintenance Supervisor 0 0 1 1 1 Fleet Maintenance Tech 2 3 2 3 3 Total 2 3 3 4 5



Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal


Core Competency 6D.1: An apparatus maintenance program is established. Apparatus maintenance is conducted in accordance with the manufacturer's recommendations and federal and/or state/ provincial regulations. Attention is given to the safety, health, and security aspects of equipment operation and maintenance.

Diesel Fleet - Ratio of service hours compared to total miles driven

97.6 N/R 84.32 65.5

Diesel Fleet - Ratio of annual downtime in days compared to total miles driven

271.8 N/R 288.2 295

Diesel - Miles per gallon N/R N/R 8.65 9.65

Division: Support Division Program: Equipment Maintenance


Page 88

Program Description: Provide for ongoing maintenance and utility services for PFA facilities. Facility maintenance has been funded with the budget amount set to handle most minor repair and preventive maintenance costs that occur during the year. Major costs such as a remodel have required the use of reserve funds or funding from another source.

The International Facility Management Association recommends an ongoing maintenance funding of 4% of replacement cost. Maintenance costs are considered minor repairs up to major repairs such as a new roof. Operating costs, such as utilities and snow removal are not factored in. If PFA were to fund at this level, a major shift in funding would be required. Using Station 1, for example, with an estimated replacement cost of $1.8 million, a 3% maintenance fund for the station would require $55,000. In order to achieve 3% maintenance reserve for all PFA facilities, $450,000 would be needed. Program Objectives:

• To provide quality facilities which meet the needs of the public and PFA personnel. • To provide utility services in the most economically feasible and environmentally sound

manner. • To maintain and provide utility service for 13 fire stations, one administrative office, and one

maintenance shop. • Conduct survey of all PFA facilities to identify current or future major repair needs. • Develop plan for setting priorities and a time line on when repairs will be needed. • Identify long-term funding needs to serve as a planning tool for future budgets. • Evaluate opportunities for energy efficiency measures.

Strategic Initiative Alignment: 4 – Financial Responsibility Accreditation Self-Assessment Alignment: 4B – Financial Practices 6B – Fixed Facilities

Division: Support Division Program: Facilities Maintenance


Page 89



Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Other Purchased Services $331,368 $407,405 $298,612 $453,969 $373,612 Supplies 47,751 37,832 18,100 46,020 18,100 Capital 70,091 5,228 100,000 - 100,000

Total $449,210 $450,465 $416,712 $499,990 $491,712 Adopted 2019 to Proposed 2020: increase of $75,000 in ongoing funding. Staffing: Full-time Equivalents (FTE) Support Battalion Chief coordinates program; Warehouse firefighter schedules repairs and maintenance as required. Salaries carried in Support and Fire Suppression (respectively) budgets.


Primary Self-Assessment Category/Criterion Output Measures 2017

Actual 2018

Actual 2019

Revised 2020 Goal


4B.3: Any projected operating deficit (expenditures exceeding revenues in a budget year) is explained, and a plan developed to rectify the deficit. Core Competency 6B.3: Physical facilities are adequate and properly distributed in accordance with stated service level and standards of cover. Core Competency 6B.3: Facilities comply with federal, state/provincial and local codes and regulations at the time of construction, required upgrades for safety are identified, and where resources allow, addressed.

Average staffed station Energy Use Index (determined by adding annual use in kilowatts and annual use of natural gas in cubic feet then dividing by the building’s square footage, then divided by number of staffed fire stations). A lower score denotes less energy use.

62 66 N/R 65

Total Maintenance and Repair Cost in $/Total Square Foot Area of Facilities Maintained

.67 N/R .86 .90

Division: Support Division Program: Facilities Maintenance


Page 90

Program Description: Provide overall administration, coordination, and supervision of all aspects of PFA’s Emergency Medical Services (EMS) system including: protocol development, distribution and revision; design and implementation of all aspects of EMS training and certification, quality assurance and quality improvement (QA/QI) activities; EMS equipment selection, purchase and maintenance; manage infection control and rehab programs; contract administrator and liaison for all agencies in the Northern Larimer County Emergency Response Area (NLCERA). Program Objectives:

1. Develop clinical protocols which: a. Are founded on evidence-based best practices. b. Standardize clinical care. c. Clearly communicate expectations to medical providers in the field. d. Are easily accessed by NLCERA providers. e. Clearly delineate procedures and medications allowed based on certification level.

2. Coordinate, develop and deliver EMS educational programs for NLCERA providers which are: a. Built on the foundations of EMS curriculum as established by the State of

Colorado. b. Appropriately focused towards each provider’s certification level. c. Conducted jointly between agencies in recognition of a systems approach to

response. d. Reinforce clinical expectations of applicable protocol(s). e. Informed by system QA/QI processes.

3. Assure continuous quality improvement in the areas of patient care delivery and continuity throughout the NLCERA which:

a. Maintains focus on providing world class EMS clinical care by methodical analysis of all available data.

b. Identifies and acknowledges clinical excellence. c. Performs root cause analysis where opportunities for improvements in care are

identified. d. Reviews applicable protocol(s) with comparison to care documented. e. Reviews clinical cases with prehospital providers and provides follow up.

4. Establish and maintain cooperative working relationships between PFA personnel and external stakeholders.

5. Assure records management to meet the needs of EMS personnel certification, Patient Care Reports, Rehabilitation and Infection Control issues.

Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services Accreditation Self-Assessment Alignment: 5F – Emergency Medical Services

Division: Support Division Program: Emergency Medical Services


Page 91


N/R = Not Reportable; U/D = Under Development Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $219,562 $354,366 $480,227 $432,240 $492,644 Other Purchased Services 6,073 6,364 21,000 14,875 15,700 Supplies 86,786 50,581 44,872 107,645 28,672 Capital - 135,472 - - 50,172

Total $312,421 $546,783 $546,099 $554,760 $558,516 Adopted 2019 to Proposed 2020: 5% salary increase for Chief Officers, 2.75% salary increase for uniformed positions, 3% salary increase for civilian positions, increase in benefits. Staffing: Full-time Equivalents (FTE)

Position Actual 2017 Actual 2018 Adopted 2019 Revised 2019 Proposed 2020 EMS Battalion Chief 1 1 1 1 1 EMS Captain 0 1 1 2 2 EMS Coordinator 1 1 1 0 0 Hourly 0 0 .5 .5 .5 Total 2 3 3.5 3.5 3.5



Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal


Core Competency 5F.2 The agency has standing orders/protocols in place to direct EMS response activities to meet the stated level of EMS response. 5F.6 The agency has a quality improvement/ quality assurance program (QI/QA) in place to improve system performance and patient outcomes.

CPR Compression

Fraction

U/D U/D 88% 90%

Appropriate Depth of

Compressions

U/D U/D 27% 40%

Appropriate Rate of

Compressions U/D U/D 64% 75%

Division: Support Division Program: Emergency Medical Services


Page 92

Program Description: This program provides the funding and staffing required to manage the administrative aspects of the EMS contract between PFA and the designated pre-hospital transport provider. The contract provides for Advanced Life Support (ALS) transport provision in the Northern Larimer County Emergency Response Area (NLCERA). PFA administers the contract on behalf of the member agencies of the NLCERA. The contract is established to identify a sole source of pre-hospital transport provision with a primary purpose of achieving continuous improvement and a focus on outcome oriented, patient centered, pre-hospital emergency care for citizens in the NLCERA. The program ensures and verifies compliance with contract parameters, facilitates dialogue between member agencies and the contract provider, and identifies potential areas of improvement. Program Objectives:

• Manage the administrative aspects of PFA’s EMS contract with the designated pre-hospital transport provider for the NLCERA.

• Assist in facilitating on-going communication between member agencies of the NLCERA. • Coordinate required compliance reporting by the designated pre-hospital transport provider. • Facilitate the verification of provision of the required items within the EMS contract by the

designated pre-hospital transport provider and provide recommendations on resolution of issues requiring the payment of liquidated damages.

• Provide a resource for PFA personnel to ensure accurate communications and conflict resolution with the designated pre-hospital transport provider.

• Coordinate the necessary data analysis and interpretation of the response performance of the designated pre-hospital transport provider in accordance with established contract requirements.

Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services Accreditation Self-Assessment Alignment: 5F – Emergency Medical Services

Division: Support Program: EMS Performance Management


Page 93


Program Inputs:

Account Actual 2017

Actual 2017

Adopted 2019

Revised 2019

Proposed 2020

Revenue -$83,750 -$85,000 -$85,000 -$64,131 -$85,000 Personnel $74,860 77,527 80,440 72,809 81,013 Supplies 731 656 - 376 - Total -$8,159 -$6,817 -$4,560 $9,054 -$3,987 Adopted 2019 to Proposed 2020: 3% salary increase for civilian positions, increase in benefits. Staffing: Full-time Equivalents (FTE)


Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

EMS Contract Coordinator (Contractual) 1 1 1 1 1



Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal

Reduce the frequency

and severity of

emergency incidents

Core Competency 5F.7: The agency conducts a formal and documented appraisal, at least

annually, to determine the effectiveness of the EMS

program and its impact on meeting the agency’s goals and objectives. This should include an evaluation of the agencies standard operating procedures, protocols and

equipment.

Respond to inquiries from

NLCERA member agencies and the

transport provider within 1

business day from submittal

90% 100% 100% 100%

Provide monthly response

performance reports to the

transport provider by the 5th of the month

100% 100% 100% 100%

Division: Support Program: EMS Performance Management


Page 94

Program Description: Provides readiness for the Authority self-contained breathing apparatus (SCBA), breathing air compressors (BAC) and testing equipment. The program manages, administers and ensures a respiratory protection program based on recognized practices, standards and federal law. Program Objectives:

• Assure all SCBA meet state, federal, and industry standards; implement complete replacement of SCBA equipment via capital project.

• Provide adequate air supply and SCBA to effectively protect personnel on large-scale incidents. • Provide respiratory protection to intercede, control and recover from emergencies as rapidly

and effectively as possible. • Meet training requirements mandated by respiratory program standards and best practices. • Provide support to Training Division with equipment, maintenance and instruction. • Minimize downtime due to repair or preventative maintenance. • Forecast and plan program needs to maintain readiness, improve capability, personnel

protection and currency with technology and standards. Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services 4 – Financial Responsibility Accreditation Self-Assessment Alignment: 6F – Safety Equipment

Division: Support Division Program: SCBA Maintenance


Page 95



Adopted 2019 to Proposed 2020: No changes. Staffing: Full-time Equivalents (FTE)

Position

This is a contractual service, overseen by the Support Battalion Chief.



Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal

1 – High Quality and Innovative Core Services 4 – Financial Responsibility

6F.5: A safety equipment inventory control and maintenance tracking system is in place and current.

# of Service Requests/# of SCBA Airpacks

.66 .56 .41 .40

Non-warranty repair

cost/SCBA unit

N/R 0 0 0

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Supplies $98,338 $110,608 $117,531 $113,588 $117,531 Total $98,338 $110,608 $117,531 $113,588 $117,531

Division: Support Division Program: SCBA Maintenance


Page 96

Program Description: The PFA warehouse is responsible for the inventory, purchasing, procurement, and distribution of supplies to PFA personnel and facilities. The program continually looks for ways to provide cost-effective supplies and equipment and maximize the use of these resources. For example, changes in NFPA requirements for bunker gear have resulted in supply of gear greater than ten years old. This “grinder” gear is given identifying markings and is used for recruit basic training. Rated gear is always used for any live fire training. Both varieties of gear are stored in the warehouse. Introductory firefighters are provided with new bunker gear upon completion of the training academy. This practice results in substantial savings over past practice of issuing new gear to introductory firefighters who wore it heavily in the training academy. The quartermaster system for wearing apparel provides wearing apparel for uniformed positions and is distributed through the warehouse. Program Objectives:

• Identify vendors/suppliers to provide needed supplies to the warehouse for distribution to PFA personnel and facilities.

• Utilize bulk purchasing to increase cost-effectiveness. • Distribute supplies on an “as needed” basis. • Cache supplies for emergent situations. • Track supply consumption for budget planning purposes. • Repair serviceable equipment and protective equipment.

Strategic Initiative Alignment: 4 – Financial Responsibility Accreditation Self-Assessment Alignment: 6B – Fixed Facilities 6E – Tools, Supplies and Small Equipment 6F – Safety Equipment

Division: Support Division Program: Warehouse


Page 97



Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Supplies $65,347 $77,557 $83,500 $61,478 $83,500 Total $65,347 $77,557 $83,500 $61,478 $83,500

Adopted 2019 to Proposed 2020: increase of $10,500 one-time for fire shelters. Staffing: Full-time Equivalents (FTE) Position One 40-hour firefighter; salary is carried in Fire Suppression budget.


Primary Self-Assessment Category/ Criterion

Output Measures 2017 Actual

2018 Actual

2019 Revised

2020 Goal


6E.4: An inventory control and maintenance tracking system is in place and is current.

Quartermaster Supplied Costs/# of Personnel Served

$338 $183.75 $279.42 $230

Division: Support Division Program: Warehouse


Page 98

Program Description: Engage and recruit a diverse group of individuals to pursue a career with Poudre Fire Authority. Establish an eligibility list for hiring new firefighters; this includes administering the testing process itself. Development of Captains and Battalion Chiefs (BC), and the creation of an eligibility list for both Captain and BC on an as needed basis. Program Objectives:

• Provide informational recruitment materials on a year-round basis. • Distribute and post PFA informational material for potential future firefighters. • Continual improvement of the hiring and testing process. • Maintain application requirements, testing dates, fees, and participant parameters that

promote high standards and diverse participation. • Establish new captain promotional list as needed. • Select high quality contractors for promotional test development and delivery.

o Written test o Oral interviews o Assessor training o Event logistics o Candidate notification and feedback

Strategic Initiative Alignment: 3 – Workforce Development/Culture Accreditation Self-Assessment Alignment: 7B – Recruitment, Selection, Retention and Promotion

Division: Support Division Program: Recruitment, Hiring, Captain & Battalion Chief Development


Page 99


U/D = Under Development Program Inputs:

Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $9,928 $8,491 $53,479 $35,775 $8,712 Other Purchased Services 22,570 23,238 35,000 25,909 35,000 Supplies 2,539 3,382 952 3,015 952

Total $35,037 $35,111 $89,431 $64,699 $44,664 Adopted 2019 to Proposed 2020: 2.75% salary increase for uniformed positions, removed $45,000 in one-time funding in 2019 for hiring process, and addition of $20,000 one-time in 2020 from salary lag for promotional processes. Staffing: Full-time Equivalents (FTE) Position : Operations staff as necessary, HR & Policy Administrator, City HR Staff as necessary, and the Recruitment Committee.



Output Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal

3 – Workforce Development/ Culture

Core Competency 7B.3: Processes and screening/qualifying devices used for recruitment and selection of initial, lateral, and promotional candidates are job related and comply with all local, state/provincial, and federal requirements including equal opportunity and discrimination statutes. 7B.2: The agency and its members are part of the recruiting process.

# of recruitment activities targeting recruitment of female applicants

U/D 2 3 3

# of Recruitment

activities targeting

recruitment of minority

applicants

U/D 3 3 3

Division: Support Division Program: Recruitment, Hiring, Captain & Battalion Chief Development


Page 100


Program Description: Identify risks to employee health and safety. Provide programs and support to reduce the risk of injury and increase health and fitness levels of all PFA personnel. Health programs include both physical health (fitness, strength, suitability and durability) and mental health. Utilizing Peer Fitness Trainers for physical health and fitness education, evaluation and support to increase overall fitness. Fire stations are equipped with a variety of exercise equipment funded through this program. Mental health has been an often ignored problem in the fire service. Behavioral fitness involves thoughts, feelings and behavior. PFA has recently created a Peer Support Team to help personnel with a peer-based, confidential resource for assistance or referral to a mental health specialist. The team works under the license of a clinical supervisor to assure proper actions and care. Safety is enhanced through the use of shift Safety Officers. Safety Officers assist with incident scene safety, injury reviews, vehicle accident investigations and any safety-related concerns. This program also provides oversight of work related injuries, workers’ compensation care, modified duty personnel and the release of personnel back to duty from both on or off duty injuries. Program Objectives:

• Provide annual fitness evaluations and individual prescription fitness programs for all PFA personnel.

• Under the supervision of medical professionals, provide physical examinations to determine employee fitness levels and potential health problems.

• Provide health programs which address fitness, nutrition, employee assistance, and stress reduction.

• Continue to monitor national standards and regulations to assure compliance of the PFA Occupational Health and Safety Program.

• Seek new and innovative programs, methods, and equipment to assist in filling PFA’s responsibility to provide for the health and safety of all its members.

Strategic Initiative Alignment: 1 – High Quality and Innovative Core Services 3 – Workforce Development/Culture 4 – Financial Responsibility Accreditation Self-Assessment Alignment: 7F – Occupational Health and Safety and Risk Management 7G – Wellness/Fitness Programs

Division: Support Division Program: Occupational Health and Safety


Page 101


Account Actual 2017

Actual 2018

Adopted 2019

Revised 2019

Proposed 2020

Personnel $8,535 $8,585 $15,557 $14,199 $7,193 Other Purchased Services 86,895 92,271 160,123 107,775 118,680 Supplies 18,492 18,528 2,268 29,657 2,268 Capital 7,679 - 11,000 3,813 11,000

Total $121,601 $119,384 $188,948 $155,444 $139,141 Adopted 2019 to Proposed 2020: 2.75% salary increase for uniformed positions, and $50,000 moved to Support Operations & Maintenance budget for physical therapist position. Staffing: Full-time Equivalents (FTE) Program managed by Support Battalion Chief; salary carried in Support budget.




Measures

2017 Actual

2018 Actual

2019 Revised

2020 Goal


7F.7: A process is in place to investigate and document accidents, injuries and legal actions, etc., which is supported by the agency's information management system.

Cost: Includes reserve; an estimate to cover costs until a claim is closed

$202,174 $324,208 $500,489 $500,000

Lost time: Work-related modified duty plus injury leave hours – shown as days missed

124 284 279 250

Recordable Accident

Frequency: (# of

injuries x 200,000/

number of hours

worked)

5.3 5.8 3.8 5.0

Division: Support Division Program: Occupational Health and Safety


Page 102

12/10/19 POUDRE FIRE AUTHORITY GENERAL FUND

COMPARATIVE BUDGET STATEMENT SUMMARY

ACTUAL PROJECTED REVISED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED2018 2019 2019 2020 2021 2022 2023 2024

BEGINNING FUND BALANCE $8,219,142 $8,231,019 $9,655,658 $14,953,369 $10,603,073 $10,669,125 $10,737,819 $10,809,261

O&M REVENUE Contribution-City of Fort Collins 21,539,675 23,338,857 23,338,857 25,519,914 29,397,620 30,279,549 30,885,140 31,502,843 Contribution - City of Fort Collins - KFCG 3,004,290 2,972,456 3,108,875 3,021,465 0 0 0 0 Contribution-PVFPD 6,686,200 6,805,653 6,805,653 8,045,424 8,166,105 8,288,597 8,412,926 8,539,120 Emergency Management 14,000 Entry Systems 400 5,000 1,000 5,000 5,000 5,000 5,000 5,000 Hazardous Materials Fees 8,075 10,000 2,880 10,000 10,000 10,000 10,000 10,000 Interest Earnings 145,225 40,000 311,795 40,000 40,600 41,209 41,827 42,455 Miscellaneous Income 342,607 35,500 305,170 35,500 35,774 37,205 38,693 40,241 NCRCN - Radio Maintenance 5,520 Other Plan & Development Fees 24,765 30,000 22,990 30,000 30,000 30,000 30,000 30,000 Permits & Sprinkler Fees 237,097 134,358 234,579 134,358 137,045 139,786 142,582 145,433 Plan Check Fee 1,141,292 744,253 669,294 739,897 754,695 769,789 785,185 800,888 PVH Opticom Maintenance 30,720 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Radio Tower Lease 19,200 19,200 19,200 19,200 19,200 Wildfire Reimbursement 446,162Grants and Projects Bohemian Foundation Grant 1,640 EMS Performance Management 85,377 85,000 85,000 85,000 85,000 85,000 85,000 85,000 FEMA OEM 81,000 Metro Fire Planners Conference 47,900

TOTAL O&M REVENUE 33,841,944 34,221,077 34,906,093 37,705,758 38,701,040 39,725,335 40,475,553 41,240,180

TRANSFER FROM PFA CAPITAL FUND 5,361,549TRANSFER FROM GENERAL FUND - CITY 188,769 0 0 - 0 0 0 0TRANSFER FROM UTILITIES 61,994 0 0 - 0 0 0 0

AVAILABLE REVENUE BALANCE 34,092,707 34,221,077 40,267,642 37,705,758 38,701,040 39,725,335 40,475,553 41,240,180

O&M EXPENDITURES COMMUNITY SAFETY SERVICES 2,960,317 2,967,719 2,914,721 2,726,521 2,753,786 2,863,938 2,978,495 3,097,635 OFFICE OF CHIEF & ADMINISTRATION 2,696,536 2,671,154 2,945,681 3,020,110 3,050,311 3,172,324 3,299,216 3,431,185 OPERATIONS DIVISION 21,668,612 22,923,291 22,957,387 24,166,156 24,187,171 24,634,396 24,784,462 24,924,930 SUPPORT DIVISION 5,078,933 5,571,785 5,902,830 8,471,873 8,556,592 8,898,855 9,254,810 9,625,002 GRANTS & PROJECTS 122,149 87,128 87,128 87,128 87,128 87,128 87,128 87,128

TOTAL O&M EXPENDITURES 32,526,547 34,221,077 34,807,747 38,471,788 38,634,988 39,656,640 40,404,111 41,165,880

O&M REVENUE 0VER/(UNDER) EXPENDITURES 1,566,160 0 5,459,895 -766,030 66,052 68,694 71,442 74,299

Transfer to Capital from Reserve for Contingency 0 0 3,584,266Transfer to Capital (SCBA) from PFA General Fund 99,257 167,000 0Transfer to Capital from KFCG Reserves 30,387 0 0 0

ENDING FUND BALANCE 9,655,658 8,231,019 14,948,553 14,187,339 10,669,125 10,737,819 10,809,261 10,883,560

RESERVES Reserve for Contingencies 7,729,983 7,139,950 8,111,331 4,779,798 4,785,263 4,831,451 4,879,954 5,109,509 Reserve for EMS Contract - - - - - - - Reserve for KFCG 396,321 - 532,740 - - - - - Reserve for NCRCN 251,362 - - - - - - - Reserve for Operations Equipment Maintenance 25,228 31,228 31,228 31,228 31,228 31,228 Reserve for Support Maintenance & Replacement 5,193,001 4,198,702 4,198,702 4,198,702 4,198,702 4,198,702 Reserved for Encumbrances 224,144 - - - - - - - Revenue Reserve 1,026,630 1,063,851 1,063,851 1,131,173 1,191,760 1,214,267 1,237,205 1,081,949 Workers Comp Reserve 27,218 27,218 27,218 462,172 462,172 462,172 462,172 462,172

TOTAL RESERVES $9,655,658 $8,231,019 $14,953,369 10,603,073 $10,669,125 $10,737,819 $10,809,261 $10,883,560


Page 103

12/10/19 POUDRE FIRE AUTHORITY GENERAL FUND

COMPARATIVE BUDGET STATEMENT BY PROGRAM AREA

ACTUAL ADOPTED REVISED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED2018 2019 2019 2020 2021 2022 2023 2024

BEGINNING FUND BALANCE $8,219,142 $8,231,019 $9,655,658 $14,953,369 $10,603,073 $10,669,125 $10,737,819 $10,809,261

O&M REVENUE Contribution-City of Fort Collins 21,539,675 23,338,857 23,338,857 25,519,914 29,397,620 30,279,549 30,885,140 31,502,843 Contribution - City of Fort Collins - KFCG 3,004,290 2,972,456 3,108,875 3,021,465 Contribution-PVFPD 6,686,200 6,805,653 6,805,653 8,045,424 8,166,105 8,288,597 8,412,926 8,539,120 Emergency Management 14,000 Entry Systems 400 5,000 1,000 5,000 5,000 5,000 5,000 5,000 Hazardous Materials Fees 8,075 10,000 2,880 10,000 10,000 10,000 10,000 10,000 Interest Earnings 145,225 40,000 311,795 40,000 40,600 41,209 41,827 42,455 Miscellaneous Income 342,607 35,500 305,170 35,500 35,774 37,205 38,693 40,241 NCRCN - Radio Maintenance 5,520 Other Plan & Development Fees 24,765 30,000 22,990 30,000 30,000 30,000 30,000 30,000 Permits & Sprinkler Fees 237,097 134,358 234,579 134,358 137,045 139,786 142,582 145,433 Plan Check Fee 1,141,292 744,253 669,294 739,897 754,695 769,789 785,185 800,888 PVH Opticom Maintenance 30,720 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Radio Tower Lease 19,200 19,200 19,200 19,200 19,200 Wildfire Reimbursement 446,162 4,816Grants and Projects Bohemian Foundation Grant 1,640 EMS Performance Management 85,377 85,000 85,000 85,000 85,000 85,000 85,000 85,000 FEMA OEM Grant 81,000 Metro Fire Planners Conference 47,900

TOTAL O&M REVENUE 33,841,944 34,221,077 34,910,909 37,705,758 38,701,040 39,725,335 40,475,553 41,240,180

TRANSFER FROM PFA CAPITAL FUND 5,361,549TRANSFER FROM GENERAL FUND - CITY 188,769TRANSFER FROM UTILITIES - for OEM 61,994AVAILABLE REVENUE BALANCE 34,092,707 34,221,077 40,272,458 37,705,758 38,701,040 39,725,335 40,475,553 41,240,180

O&M EXPENDITURESCOMMUNITY SAFETY SERVICES 2,960,317 2,967,719 2,914,721 2,726,521 2,753,786 2,863,938 2,978,495 3,097,635 Emergency Management 307,659 38,790 Fire Investigation/Prevention Support 168,835 188,446 188,446 194,526 Fire Protection Systems 142,507 165,725 165,725 168,501 Inspection Services 810,167 893,137 893,137 587,056 Office of the Fire Marshal 678,144 685,573 625,573 618,576 Public Affairs & Education 348,975 435,344 441,556 461,760 Technical Services 504,030 599,494 561,494 696,102OFFICE OF CHIEF & ADMINISTRATION 2,696,536 2,671,154 2,945,681 3,020,110 3,050,311 3,172,324 3,299,216 3,431,185 Administrative Services 2,648,636 2,671,154 2,945,681 3,020,110 Metro Fire Planners Conference 47,900OPERATIONS DIVISION 21,668,612 22,923,291 22,957,387 24,166,156 24,187,171 24,634,396 24,784,462 24,924,930 Fire Suppression 21,285,977 22,449,288 22,467,684 23,813,695 Haz/Mat Emergency Response 71,933 132,755 138,455 89,369 Operations Equipment Replacement 0 38,223 Tech Rescue 87,767 118,434 118,434 128,523 Volunteer Program 77,791 56,037 66,037 56,540 Wildland 145,144 166,777 166,777 39,806SUPPORT DIVISION 5,078,933 5,571,785 5,902,830 8,471,873 8,556,592 8,898,855 9,254,810 9,625,002 EMS - AED/CPR Program 546,782 546,099 631,235 558,516 EMS - Performance Management 78,183 80,440 80,440 81,013 Equipment Maintenance 833,813 922,038 985,786 1,018,176 Facilities Maintenance 450,465 416,712 491,712 491,712 Occupational Health/Safety 119,384 188,948 188,948 139,141 Recruitment, Hiring, Captain & BC Development 35,369 89,431 89,431 44,664 SCBA Maintenance 110,608 117,531 117,531 117,531 Support Maintenance & Replacement 11,112 2,605,972 Support Ops & Maint 794,513 936,035 956,867 1,108,849 Systems/Information Management 993,722 1,088,983 1,103,967 1,088,366 Warehouse 77,557 83,500 83,500 83,500 Training Certification 30,084 48,350 38,021 64,606 Employee Training & Development 152,428 164,924 171,253 131,521 Recruit Fire Academy 105,230 184,686 158,186 197,342 Training Center Operations & Maintenance 750,795 704,108 794,841 740,964GRANTS & PROJECTS 122,149 87,128 87,128 87,128 87,128 87,128 87,128 87,128 Accreditation Project 5,772 Bohemian Foundation Grant 1,640 FEMA OEM Grant 67,642 Quartermaster Project 47,094 87,128 87,128 87,128 87,128 87,128 87,128 87,128 Wildfire Grants

TOTAL O&M EXPENDITURES 32,526,547 34,221,077 34,807,747 38,471,788 38,634,988 39,656,640 40,404,111 41,165,880

O&M REVENUE 0VER/(UNDER) EXPENDITURES 1,566,160 0 5,464,711 -766,030 66,052 68,694 71,442 74,299

Transfer to Capital from Reserve for Contingency 3,584,266Transfer to Capital from PFA General Fund 99,257 167,000Transfer to Capital from KFCG Reserve 30,387

ENDING FUND BALANCE 9,655,658 8,231,019 14,953,369 10,603,073 10,669,125 10,737,819 10,809,261 10,883,560

RESERVES Reserve for Contingencies 7,729,983 7,139,950 8,111,331 4,779,798 4,785,263 4,831,451 4,879,954 5,109,509 Reserve for EMS Contract 0 0 0 0 0 Reserve for KFCG 396,321 532,740 0 0 0 0 0 Reserve for NCRCN 251,362 Reserve for Operations Equipment Replacement 25,228 31,228 31,228 31,228 31,228 31,228 Reserve for Support Maintenance & Replacement 5,193,001 4,198,702 4,198,702 4,198,702 4,198,702 4,198,702 Reserved for Encumbrances 224,144 0 0 0 0 0 Revenue Reserve 1,026,630 1,063,851 1,063,851 1,131,173 1,191,760 1,214,267 1,237,205 1,081,949 Insurance Liabilities Reserve 27,218 27,218 27,218 462,172 462,172 462,172 462,172 462,172

TOTAL RESERVES $9,655,658 $8,231,019 $14,953,369 $10,603,073 $10,669,125 $10,737,819 $10,809,261 $10,883,560


Page 104

10-Dec-19 POUDRE FIRE AUTHORITY 2020 GENERAL FUND PROGRAM BUDGETS BY COST CENTER

PERSONNEL % OFOTHER

PURCHASED % OF % OF CAPITAL % OF % OF % OFO&M EXPENDITURES SERVICES TOTAL SERVICES TOTAL SUPPLIES TOTAL OUTLAY TOTAL OTHER TOTAL TOTAL TOTAL

COMMUNITY SAFETY SERVICES 2,539,319$ 93.13% 120,791$ 4.43% 66,411$ 2.44% -$ 0.00% 2,726,521$ 7.09% Fire Invest/Prevention Support 186,049 95.64% 6,802 3.50% 1,675 0.86% 194,526 0.51% Fire Protection Systems 166,251 98.66% 1,600 0.95% 650 0.39% 168,501 0.44% Inspection Services 562,437 95.81% 22,919 3.90% 1,700 0.29% 587,056 1.53% Office of the Fire Marshal 526,510 85.12% 64,220 10.38% 27,846 4.50% 618,576 1.61% Public Affairs & Education 408,274 88.42% 20,450 4.43% 33,036 7.15% 461,760 1.20% Technical Services 689,798 99.09% 4,800 2.94% 1,504 0.22% 696,102 1.81%

OFFICE OF CHIEF & ADMINISTRATION 1,699,757 56.28% 940,123 31.13% 21,208 0.70% 359,022 11.89% 3,020,110 7.85% Administrative Services 1,699,757 56.28% 940,123 31.13% 21,208 0.70% 359,022 11.89% 3,020,110 7.85%

OPERATIONS DIVISION 23,701,969 98.08% 73,695 0.30% 166,850 0.69% 223,652 0.93% 24,166,166 62.82% Fire Suppression 23,566,771 98.96% 32,700 0.14% 28,805 0.12% 185,419 0.78% 23,813,695 61.90% Haz/Mat Emergency Response 60,321 67.50% 7,548 8.45% 21,500 24.06% 89,369 0.23% Operations Equipment Replacement 38,233 100.00% 38,233 0.10% Tech Rescue 34,374 26.75% 15,249 78,900 61.39% 128,523 0.33% Volunteer Program 18,800 33.25% 15,153 26.80% 22,587 39.95% 56,540 0.15% Wildland 21,703 54.52% 3,045 7.65% 15,058 37.83% 39,806 0.10%

SUPPORT DIVISION 2,959,870 34.94% 1,495,027 17.65% 2,060,785 24.33% 1,956,191 23.09% 8,471,873 22.02% EMS - AED/CPR Program 492,644 88.21% 21,000 3.76% 44,872 8.03% 558,516 1.45% EMS Performance Management 81,013 100.00% 81,013 0.21% Equipment Maintenance 432,993 42.53% 136,379 13.39% 448,804 44.08% 1,018,176 2.65% Facilities Maintenance 473,612 96.32% 18,100 3.68% 491,712 1.28% Occupational Health & Safety 7,193 5.17% 118,680 85.29% 2,268 1.63% 11,000 7.91% 139,141 0.36% Recruitment, Hiring, Cptn & BC 8,712 19.51% 35,952 80.49% 44,664 0.12% SCBA Maintenance 117,531 100.00% 117,531 0.31% Support Maintenance & Replacement 100,000 3.84% 560,781 21.52% 1,945,191 74.64% 2,605,972 6.77% Support Ops & Maintenance 517,776 46.69% 107,000 9.65% 484,073 43.66% 1,108,849 2.88% Systems/Information Mgmt 587,380 53.97% 256,942 23.61% 244,044 22.42% 1,088,366 2.83% Warehouse 83,500 100.00% 83,500 0.22% Training Certification 22,606 34.99% 42,000 65.01% 64,606 0.17% Employee Training & Devel. 77,915 59.24% 53,606 40.76% 131,521 0.34% Recruit Fire Academy 24,497 12.41% 170,745 86.52% 2,100 1.06% 197,342 0.51% Training Center Ops & Maint 707,141 95.44% 15,063 2.03% 18,760 2.53% 740,964 1.93%

GRANTS & PROJECTS 87,128 100.00% 87,128 0.23% Quartermaster Project 87,128 100.00% 87,128 0.23%

TOTAL O&M EXPENDITURES 30,900,915$ 80.32% 2,629,636$ 6.84% 2,402,382$ 6.24% 2,179,843$ 5.67% 359,022$ 0.93% 38,471,798$ 100.00%


Page 105

5-Dec-19SUPPORT MAINTENANCE & REPLACEMENT, OPERATIONS EQUIPMENT REPLACEMENT ANNUAL APPROPRIATIONS BY SUBSIDIARY

DETAIL INFORMATION

ACTUAL ADOPTED REVISED ADOPTED PROJECTED PROJECTED PROJECTED PROJECTED2018 2019 2019 2020 2021 2022 2023 2024

MAJOR FACILITY REMODEL: Sources/(Uses)840103800.660

Reserve Balance 0 0 -80,000 120,000 320,000 520,000REVENUESCity Contribution 200,000 200,000 200,000 200,000 200,000Interest Income 1,651Transfer from KFCG Reserve 150,000Transfer from Fund 841 332,554Total Revenue 0 0 334,205 200,000 200,000 200,000 200,000 200,000

APPROPRIATIONS 150,000 280,000

AVAIL BALANCE NOT APPROPRIATED 184,205

EXPENSESOther Prof & Tech Services 1,460 -280,000Total Expenses 0 0 1,460 -280,000 0 0 0 0

Reserve 353999.660 0 0 335,665 -80,000 120,000 320,000 520,000 720,000

STATION 15: Sources/(Uses)840103800.661

Reserve Balance 0 0 19,200 38,400 57,600 76,800REVENUESInterest Income 1,189Radio Tower Lease 19,200 19,200 19,200 19,200 19,200Transfer from Fund 841 1,647,408Total Revenue 0 0 1,648,597 19,200 19,200 19,200 19,200 19,200

APPROPRIATIONS 0

AVAIL BALANCE NOT APPROPRIATED 1,648,597 19,200

EXPENSESTransfer to Fund 841Total Expenses 0 0 0 0 0 0 0 0

Reserve 353999.661 0 0 1,648,597 19,200 38,400 57,600 76,800 96,000

TRAINING CENTER IMPROVEMENT: Sources/(Uses)840103800.671

Reserve Balance 0 0 -300,000 -300,000 -300,000 -300,000REVENUESInterest Income 283Transfer from KFCG Reserve 35,000Transfer from Fund 841 391,276Total Revenue 0 0 391,559 0 0 0 0 0


AVAIL BALANCE NOT APPROPRIATED 165,028 -426,559

EXPENSESTraining Center Improvements -300,000Total Expenses 0 0 0 -300,000 0 0 0 0

Reserve 353999.671 0 0 391,559 -300,000 -300,000 -300,000 -300,000 -300,000

FACILITIES MAINTENANCE: Sources/(Uses)840103800.664

Reserve Balance 0 0 -402,819 -214,809 -26,799 161,211REVENUESCity Contribution 25,251 188,010 188,010 188,010 188,010 188,010Interest Income 211Transfer from KFCG Reserve 100,000Transfer From Fund 841 312,260

Total Revenue 0 0 312,471 188,010 188,010 188,010 188,010 188,010


AVAIL BALANCE NOT APPROPRIATED 0 4,368 -402,819

EXPENSESProfessional Fees -9,652 -590,829

Total Expenses 0 -9,652 -590,829 0 0 0 0

Reserve 353999.664 0 0 302,819 -402,819 -214,809 -26,799 161,211 349,221

POUDRE FIRE AUTHORITY


Page 106

SUPPORT MAINTENANCE & REPLACEMENT, OPERATIONS EQUIPMENT REPLACEMENT ANNUAL APPROPRIATIONS BY SUBSIDIARY

DETAIL INFORMATION (CONTINUED)


SCBA REPLACEMENT: Sources/(Uses)840103800.665

Reserve Balance 0 0 50,000 150,000 250,000 350,000

REVENUESCity Contribution 100,000 100,000 100,000 100,000 100,000Interest Income 249Transfer from Fund 841 370,621Total Revenue 0 0 370,870 100,000 100,000 100,000 100,000 100,000

APPROPRIATIONS 50,000

AVAIL BALANCE NOT APPROPRIATED 370,870 50,000

EXPENSESSCBA -50,000

Total Expenses 0 0 0 -50,000 0 0 0 0

Reserve 353999.665 0 0 370,870 50,000 150,000 250,000 350,000 450,000

HOSE REPLACEMENT: Sources/(Uses)840103900.669

Reserve Balance 0 0 6,000 11,800 17,396 22,784

REVENUESCity Contribution 1,333 16,000 16,000 16,000 16,000 16,000Interest Income 22Transfer from Fund 841 16,940

Total Revenue 0 0 16,962 16,000 16,000 16,000 16,000 16,000


AVAIL BALANCE NOT APPROPRIATED 0 617 0

EXPENSESHose -10,000 -10,200 -10,404 -10,612 -10,824

Total Expenses 0 0 0 -10,000 -10,200 -10,404 -10,612 -10,824

Reserve 353999.669 0 0 16,962 6,000 11,800 17,396 22,784 27,960

THERMAL IMAGER REPLACEMENT: Sources/(Uses)840103800.670

Reserve Balance 0 0 4,000 7,600 10,792 13,568

REVENUESCity Contribution 2,000 24,000 24,000 24,000 24,000 24,000Interest Income 50Transfer from Fund 841 71,462Total Revenue 0 0 73,512 24,000 24,000 24,000 24,000 24,000


AVAIL BALANCE NOT APPROPRIATED 0 48,640 0 24,000 48,000 72,000 96,000

EXPENSESThermal Imagers -16,593 -20,000 -20,400 -20,808 -21,224 -21,649Transfer to 840 Reserves

Total Expenses 0 0 -16,593 -20,000 -20,400 -20,808 -21,224 -21,649

Reserve 353999.670 0 0 56,919 4,000 7,600 10,792 13,568 15,919



Page 107




STAFF VEHICLE REPLACEMENT: Sources/(Uses)840103800.663

Reserve Balance 0 0 0 -65,000 15,000 95,000 175,000



AVAIL BALANCE NOT APPROPRIATED 0 2,682 0 80,000 160,000 240,000 320,000

EXPENSESVehicles -19,187 -145,000

Total Expenses 0 0 -19,187 -145,000 0 0 0 0

Reserve 353999.663 0 0 65,398 -65,000 15,000 95,000 175,000 255,000

STATION ALERTING: Sources/(Uses)840103800.666

Reserve Balance 0 0 0 -557,680 -427,680 -297,680 -167,680



AVAIL BALANCE NOT APPROPRIATED 564,362 -564,362 -427,680 -297,680 -167,680 -37,680

EXPENSESStation Alerting System -687,680 0 0

Total Expenses 0 0 0 -687,680 0 0 0 0

Reserve 353999.666 0 0 564,362 -557,680 -427,680 -297,680 -167,680 -37,680

COMPUTER AIDED DISPATCH (CAD): Sources/(Uses)840103800.667

Reserve Balance 0 0 0 0 0 0

REVENUESInterest Income 211Transfer from Fund 841 291,083Total Revenue 0 0 291,294 0 0 0 0 0

APPROPRIATIONS 0

AVAIL BALANCE NOT APPROPRIATED 291,294 0 0 0 0 0

EXPENSESTransfer to 840 Reserves

Total Expenses 0 0 0 0 0 0 0 0

Reserve 353999.667 0 0 291,294 0 0 0 0 0



Page 108




MOBILE DATA TERMINALS (MDT): Sources/(Uses)840103800.672

Reserve Balance 0 0 0 0 0 0 0


APPROPRIATIONS 0


EXPENSESMDTs


Reserve 353999.672 0 0 22,677 0 0 0 0 0

RECORDS MANAGEMENT SYSTEM (RMS) REPLACEMENT: Sources/(Uses)840103800.673

Reserve Balance 0 0 0 0 0 0 0


APPROPRIATIONS 0


EXPENSESRMS Expenses


Reserve 353999.673 0 0 72,214 0 0 0 0 0

COMPUTER/TECHNOLOGY REPLACEMENT: Sources/(Uses)840103800.668

Reserve Balance 0 0 0 0 300,000 600,000 900,000



AVAIL BALANCE NOT APPROPRIATED 342,549 0 300,000 600,000 900,000 1,200,000

EXPENSESComputers/Technology -164,000 -300,000

Total Expenses 0 0 -164,000 -300,000 0 0 0 0

Reserve 353999.668 0 0 542,981 0 300,000 600,000 900,000 1,200,000

RADIO REPLACEMENT: Sources/(Uses)840103800.675

Reserve Balance 0 0 0 63,000 226,000 389,000 552,000



AVAIL BALANCE NOT APPROPRIATED 407,423 63,000 226,000 389,000 552,000 715,000

EXPENSESRadio Maintenance & Support -100,000 0 0 0 0

Total Expenses 0 0 0 -100,000 0 0 0 0Reserve 353999.675 0 0 507,423 63,000 226,000 389,000 552,000 715,000



Page 109




EMS EQUIPMENT REPLACEMENT: SOURCES/(USES)840103800.676

Reserve Balance 0 0 0 -10,000 -10,000 -10,000 -10,000

REVENUESCity Contribution 1,667 40,000 40,000 40,000 40,000 40,000Interest Income 0 12Transfer from Fund 841 18,543Total Revenue 0 20,222 40,000 0 0 0 0


AVAIL BALANCE NOT APPROPRIATED 0 20,222 -20,222 -20,222 -20,222 -20,222 -20,222

EXPENSESEMS Equipment -50,000

Total Expenses 0 0 -50,000 0 0 0 0

Reserve 353999.676 0 20,222 -10,000 -10,000 -10,000 -10,000 -10,000RESCUE TOOLS REPLACEMENT: SOURCES/(USES)

840103900.674Reserve Balance 0 0 0 -15,000 -15,000 -15,000 -15,000REVENUESInterest Income 0 4Transfer from KFCG Reserve 15,000Transfer from Fund 841 7,229Total Revenue 0 7,233 0 0 0 0 0


AVAIL BALANCE NOT APPROPRIATED 0 -5,167 -22,233 -15,000 -15,000 -15,000 -15,000

EXPENSESFire Tools & Equipment -15,000Total Expenses 0 0 -15,000 0 0 0 0

Reserve 353999.674 0 7,233 -15,000 -15,000 -15,000 -15,000 -15,000

RESERVE BALANCES $0 $0 $5,217,196 -$1,288,299 -$98,689 $1,090,309 $2,278,683 $3,466,420

2020 SUPPORT MAINTENANCE & REPLACEMENT APPROPRIATION $2,605,9722020 OPERATIONS EQUIPMENT REPLACEMENT APPROPRIATION $38,233

$2,644,205



Page 110

CAPITAL BUDGET AND STATEMENTS

Long-Range Financial Plan The Long-Range Financial Plan (LRFP) is a planning tool for anticipating future expenses and growth within the system. A significant issue, which PFA sought to address in the 2014 renegotiation of the IGA establishing the Authority, was the need for adequate funding to address capital needs. As the City’s phase-in of funding has occurred, PFA has been able to address several critical capital and replacement needs. Capital plans will also be a key component of the plan. Several longer-term unfunded priorities are detailed in the Unfunded Projects/Future Issues list within the LRFP (page 143). The Senior Leadership Team ranked the following remaining unfunded priorities using a funding matrix. The matrix included consideration of several criteria, including: benefits to the customer; strategic goal alignment; supports PFA core services directly; and provides opportunity for future cost savings/efficiencies. The Senior Leadership Team ranked the following capital items as priority for 2020:

• Station 7 Remodel or Renovation • Station 6 Shop Remodel • Completion of Burn Prop Replacement • Apparatus Replacement

2020 Capital Budget

The major capital projects planned for the Poudre Fire Authority in 2020 are outlined on the following page. These detailed project descriptions include the appropriation, revenue source, impact on the operating budget, and benefits of the project. Impacts of capital projects on the operating budget include personnel and daily operations (utilities, insurances, fuel). Although the impacts on the operating budget are sometimes hard to define with precision, knowledge of the operating costs have been used to estimate what future expenditures will be necessary to implement the projects. Comparative budget and supplemental statements for these projects can be found on pages 124-131 of the budget document. In 2019, PFA staff aligned the PFA capital projects with accounting principles in relation to accounting for capital projects. Many of the capital project balances were transferred to PFA’s Operating and Maintenance (O&M) Budget, with balances at year-end being accounted for as part of assigned O&M reserves.


Page 111

2020 CAPITAL REVENUE AND EXPENDITURE SUMMARY

Item Appropriation Revenue Source Comments Impact on O&M

Apparatus Replacement $1,442,586

Apparatus Replacement Capital Fund

Apparatus will be replaced based on the Apparatus Score Sheet (page 113), which determines scheduled purchase/ refurbishment of PFA’s primary response apparatus

Decrease in yearly maintenance costs and downtime for primary emergency response apparatus. Savings = $30,000

Burn Building $16,511 Burn Building Capital Fund

Completion of Replacement of Current Burn Prop with a four story Conex box-designed Burn Prop

None to O&M, but eliminates annual costs within this capital project for repairs and bi-annual engineering reports Savings = $10,000

Station 6 Shop $2,015,000

Remodel of the Station 6 Shop

Expansion of Mechanic Bays

Decrease in annual private vendor apparatus maintenance =$75,000

Station 7 $4,509,750 Station 7 Capital Fund

Renovation or Replacement of Station 7 (2817 N. Overland Trail, LaPorte, CO)

Decrease in annual maintenance costs $6,000

Total $8,014,066 Savings = $121,000


Page 112

Apparatus Replacement The PFA apparatus replacement schedule tracks when apparatus are approaching, or are at, the end of their useful life. With current funding levels, apparatus is funded to be replaced each year. This critical line item was increased in the 2016 Budget, and has accelerated the replacement of PFA apparatus including engines, aerials and secondary response apparatus. In an effort to contain costs:

• Selected front-line apparatus are refurbished when feasible utilizing engines, transmissions and rear axle assemblies that are remanufactured (glider engine) to like new condition.

• A standard engine template is used resulting in refined specifications and parts inventory for repairs.

• The preventive maintenance program has been improved. • Staff has worked with vendors to limit cost increases over a specified period of

time. After being replaced with a new piece of equipment, apparatus is moved to the reserve fleet if the engine is deemed reliable. A second use for older apparatus is the Training Division for driver training or fire academy functions. Due to poor resale value, PFA utilizes apparatus until such time it is no longer cost-effective to maintain. PFA does not utilize mileage or age alone to determine apparatus replacement. A matrix tracks numerous factors related to each piece of apparatus including; age of apparatus, parts cost per vehicle, labor cost per vehicle, miles driven, out-of-service time per visit, out-of-service time annually, cost per mile driven, idle time, life cost of vehicle, outside repair costs, and fuel costs. Apparatus manufacturers have had a history of consolidation and/or closing. When this occurs it substantially affects the availability and price of parts needed for repair and can necessitate taking a vehicle out of service for extended periods of time.


Page 113

11/29/2019

YEAR CONTRIBUTION*CUMULATIVE

TOTAL EXPENSE BALANCE REPLACEMENT2018 $1,923,638 $1,923,638

2019 $1,691,984 $3,615,622 $1,446,102 $2,169,520Rescue (Wellington), Heavy Rescue, Type VI

2020 $1,396,724 $3,566,244 $2,004,040 $1,562,204Ladder, 1 Glider Engine, HM Refurb, Boat 7

2021 $1,402,040 $2,964,244 $687,982 $2,276,262 1 Glider Engine2022 $1,403,772 $3,680,034 $1,171,128 $2,508,906 1 Glider Engine, 1 Tender2023 $1,408,502 $3,917,408 $773,017 $3,144,391 1 Glider2024 $1,412,417 $4,556,808 $886,574 $3,670,234 1 Engine2025 $1,454,790 $5,125,023 $1,340,065 $3,784,958 1 Aerial2026 $1,498,433 $5,283,391 $2,550,157 $2,733,234 2 New Engines, 1 Tender2027 $1,543,386 $4,276,621 $2,238,560 $2,038,061 1 Engine & 2 Tenders2028 $1,589,688 $3,627,749 $3,188,221 $439,528 2 Glider Engines, 1 Engine2029 $1,637,378 $2,076,906 $2,193,078 -$116,172 2 Glider Engines2030 $1,686,500 $1,570,328 $2,324,662 -$754,334 2 Glider Engines

* Includes interest income

APPARATUS REPLACEMENT SCHEDULE AND REVENUE AND EXPENDITURE PROJECTIONS


Page 114

Project: Apparatus Replacement Estimated Cost: $1,442,586 Revenue Source: Apparatus Replacement

Capital Project Project Description: The apparatus replacement program is reviewed with the PFA Board annually in the context of PFA’s 11-year needs. This schedule currently calls for replacement of Ladder 1, a glider engine, Hazardous Materials unit refurbishment, and Boat 7. This is a non-lapsing account wherein each year’s revenue from the City’s contribution is deposited and saved until sufficient funds are available to buy top priority apparatus needs. Impact on Operating Budget: The replacement apparatus will save on repair costs, as well as mechanic time, and place a reliable vehicle in the reserve pool. Benefits of the Project:

• New and refurbished apparatus will provide a safe and reliable first line interface engine for a PFA station.

• New and refurbished apparatus will impact the reserve fleet by placing a newer engine in reserve, removing an older engine from reserve, thereby increasing the quality and reliability of the reserve fleet.

• To maintain a safe, reliable, and cost-effective fire apparatus pool.

Capital Budget Operating Budget Apparatus Replacement $1,442,586 Maintenance Costs -$30,000

TOTAL $1,442,586 -$30,000


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Page 118

PFA Staff Car Rating Guidelines Age: One point for each year. Miles: One point for each 10,000 miles. Usage: (Points assigned for the type of vehicle)

• 1 point for Light Use (Staff/ Command Vehicles) Repair and Maintenance % of original value: Total life repair costs divided by original purchase price.

• 0 to 20% equals 1 point • 20% to 40% equals 2 points • 40% to 60% equals 3 points • 60 % to 80% equals 4 points • 80% to 100% equals 5 points

Percent of original value. Current value divided by the original cost.

• < 20 % = 5 points • >20% and <40% = 4 points • >40% and<60% = 3 points • >60% and <80% = 2 points • >80% to 100% = 1 points

Overall Condition: Based on the judgment of PFA mechanics. Excellent Condition (equals 1 point) • Fewer than five years old. • No known mechanical or suspension defects present. • Very short downtime and very little operating expense. • Excellent parts availability. • Very good resale value. Very Good Condition (equals 2 points) • More than five but fewer than ten years old. • No known mechanical or suspension defects present. • Short downtime and above average operating costs. • Good parts availability. • Good resale value. Good Condition (equals 3 points) • More than ten years but less than 15 years old. • Some rust or damage to the body or cab.


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• Some existing mechanical or suspension repairs necessary. • Downtime and operational costs are beginning to increase but not terribly above the average. • Parts are still available but getting difficult to find. • Resale value decreasing. Fair Condition (equals 4 points) • More than 15 but fewer than 20 years old. • Rust, corrosion, or body damage apparent on body. • Existing mechanical or suspension repairs necessary. • Downtime is increasing, and operational costs are above the historical average. • Parts are becoming harder to find and/or obsolete. • Very little resale value. Poor Condition (equals 5 points) • More than 20 years old. • Rust, corrosion, or damage to the body of vehicle impacting vehicle use. • Existing mechanical or suspension problems affecting the apparatus operation. • Downtime is exceeding in-service availability. • Operational costs are exceeding the resale value of the vehicle. • Parts are obsolete. Fewer than 20 points Condition I Excellent 21 to 27 points Condition II Good 28 to 34 points Condition III Fair 35 to 44 points Condition IV Needs immediate consideration


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Unit No. License Make and Model Year Miles Usage

Total Repair and

Maintenance costs

Repair and Maintenance cost per mile Original Cost Current Value

% of Original Cost Vehicle Point Value

150 666ZEL Toyota Rav 4 2013 27,822 Light 282.20$ 0.01 22,954.00$ 16,356.00$ 71%6 3 1 1 2

151 667ZEL Toyota Rav 4 2013 27,786 Light 689.11$ 0.02 22,954.00$ 16,378.00$ 71%6 3 1 1 2

152 668ZEL Toyota Rav 4 2013 7,717 Light -$ 0.00 22,954.00$ 16,667.00$ 73%6 1 1 -$ 1 2

153 716QEO Ford Explorer 2014 48300 Light 531.82$ 0.01 26,905.00$ 24,258.00$ 90%1 5 1 1 1

154 715QEO Ford Explorer 2014 15750 Light -$ 0.00 26,905.00$ 25,864.00$ 96%1 2 1 1 1

155 QVC352 Chevrolet Equinox 2016 25,059 Light 267.70$ 0.01 23,786.00$ 16,520.00$ 69%3 3 1 -$ 1 2

156 NQA903 Ford Explorer 2016 17,517 Light 463.93$ 0.03 27,756.00$ 29,770.00$ 107%3 2 1 -$ 1 1

157 SIQ056 Ford Explorer 2016 9,831 Light 252.00$ 0.03 27,801.00$ 29,770.00$ 107%3 1 1 -$ 1 1

158 SIQ057 Ford Explorer 2016 20,557 Light 110.00$ 0.01 27,801.00$ 29,770.00$ 107%3 2 1 -$ 1 1

159 UYQ-867 Ford Explorer 2016 15484 Light 286.38$ 0.02 27,801.00$ 29,770.00$ 107%3 2 1 1 1

160 EOS457 Ford Explorer 2016 6783 Light 220.00$ 0.03 27,801.00$ 29,770.00$ 107%3 1 1 1 1

168 103AFR Subaru Outback 2000 126,629 Light 16,076.21$ 0.13 22,413.00$ 1,000.00$ 4%19 13 1 -$ 1 5

170 628CWZ Subaru Outback 2001 144,086 Light 18,765.41$ 0.13 23,075.00$ 1,143.00$ 5%18 14 1 -$ 1 5

171 399GEK Subaru Outback 2002 96,270 Light 2,794.03$ 0.03 23,008.00$ 2,248.00$ 10%17 10 1 -$ 1 5

174 675LFM Subaru Outback 2005 68,743 Light 20,904.01$ 0.30 24,804.00$ 4,855.00$ 20%14 7 1 -$ 2 4

175 676LFM Subaru Outback 2005 101,277 Light 7,170.73$ 0.07 24,804.00$ 4,500.00$ 18%14 10 1 -$ 1 5

176 876LZF Chevy Trailblazer 2005 82,413 Light 517.03$ 0.01 23,557.00$ 2,735.00$ 12%14 8 1 -$ 1 5

179 446SAB Subaru Outback 2008 81,594 Light 5,832.58$ 0.07 19,962.00$ 5,895.00$ 30%11 8 1 -$ 1 4

180 891TCL Chevy Trailblazer 2008 40,346 Light 1,066.57$ 0.03 20,908.00$ 6,154.00$ 29%11 4 1 -$ 1 4

181 892TCL Chevy Trailblazer 2008 56,722 Light 1,312.80$ 0.02 20,908.00$ 6,154.00$ 29%11 6 1 -$ 1 4

182 628TCX Chevy Trailblazer 2009 73,870 Light 2,747.59$ 0.04 20,908.00$ 6,937.00$ 33%IT 10 7 1 -$ 1 4

183 629TCX Chevy Trailblazer 2009 48,673 Light 1,695.90$ 0.03 20,908.00$ 7,000.00$ 33%10 5 1 -$ 1 4

184 994UYO Dodge Ram 1500 2008 137,230 Light 2,214.64$ 0.02 19,989.00$ 4,855.00$ 24%11 14 1 1 4

185 321WXW Ford Explorer 2011 81,162 Light 728.16$ 0.01 23,874.05$ 14,260.00$ 60%8 8 1 -$ 1 2

186 847XED Ford Explorer 2011 69,600 Light 1,754.12$ 0.03 23,874.05$ 21,389.00$ 90%8 7 1 -$ 1 1

187 848XED Ford Explorer 2011 35,003 Light 427.22$ 0.01 23,874.05$ 23,084.00$ 97%8 4 1 -$ 1 1

551 676PME Ford F250 Pickup 2008 111,680 Light 6,444.44$ 0.06 21,706.00$ 19,757.00$ 91%11 11 1 -$ 1 1

556 119LOOChevy Pickup K2500

Flatbed 2002 91,730 Light 8,126.61$ 0.09 19,850.00$ 11,840.00$ 60%17 9 1 -$ 1 2

578 FHS2586 GMC Jimmy, 4 door 1998 138,226 Light 5,188.43$ 0.04 23,527.00$ 932.00$ 4%21 14 1 -$ 1 5

579 40333LUFord SuperCab

Pickup, 4x4 1999 148,883 Light 13,120.49$ 0.09 24,820.00$ 3,707.00$ 15%20 15 1 -$ 1 5

580 305BSXFord SuperCab

Pickup, 4x4 1999 92,268 Light 2,665.13$ 0.03 24,170.00$ 2,000.00$ 8%20 9 1 -$ 1 5

581 545ANCFord ½ ton Pickup,

4x4 2000 130,654 Light 1,389.62$ 0.01 24,478.00$ 2,645.00$ 11%19 13 1 -$ 1 5

584 587GES Dodge Durango 2002 106,828 Light 2,667.30$ 0.02 26,332.40$ 1,382.00$ 5%17 11 1 -$ 5

585 875LZF Ford Pickup 2005 110,761 Light 3,970.31$ 0.04 23,319.00$ 4,476.00$ 19%14 11 1 -$ 1 5

586 176TRRFord F150 4x4

Pickup 2009 80688 Light 4,205.41$ 0.05 26,068.00$ 13,728.00$ 53%10 8 1 1 3

591 476YLZFord F-150 4WD

Supercrew 2012 39,364 Light 544.21$ 0.01 31,246.00$ 19,812.00$ 63%7 4 1 -$ 1 2

592 475YLZFord F-150 4WD

Supercrew 2012 39,417 Light 433.89$ 0.01 30,795.00$ 19,812.00$ 64%7 4 1 -$ 1 2

593 478LZ Ford F-150 4WD

Supercrew 2012 42,122 Light 1,397.81$ 0.03 30,795.00$ 19,812.00$ 64%7 4 1 43,709.96$ 1 2

594 477YLZ Ford F-150 4WD

Supercrew 2012 83,874 Light 1,148.28$ 0.01 31,246.00$ 19,812.00$ 63%7 8 1 -$ 1 2

596 QFF134Chevy Silverado Ex.

Cab 2015 34,446 Light 451.00$ 0.01 31,246.00$ 26,213.00$ 84%4 3 1 -$ 1 1

597 RAY592Chevy Silverado Ex.

Cab 2015 29,739 Light 76.75$ 0.00 31,720.00$ 21,613.00$ 68%4 3 1 -$ 1 2

10

11

10

8

8

7

20

21

23

23

21

31

31

29

25

18

Staff vehicle replacement score sheet

28

34

13

13

39

39

11

9

6

7

7

Poor: Immediately consider replacement

Overall Vehicle Condition Based on Point Value

28 to 34 points35 to 44 points

21 to 27 pointsFewer than 20 points Condition I

Condition IICondition IIICondition IV

ExcellentGoodFair

15

25

30

42

36

39

42

19

15

15

43725

35

32

23


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Project: Burn Prop Estimated Cost: $16,511 Revenue Source: Burn Building Capital Project Project Description: The burn prop at the Training Center is PFA’s primary tool to provide real fire conditions to train firefighters in a safe manner to become proficient at extinguishing fires and other activities related to incidents involving fires in buildings. The burn prop is exposed to extreme heat and cooling caused by fire simulations, and therefore requires annual maintenance to extend its life. In October, 2017, a structural engineer was retained to perform a detailed analysis of the building. That analysis indicated that with annual maintenance including a replacement of the burn tiles on the ceiling ($108,000), every other year inspection cost of $7,600 (due to age of building) and other minor repairs ($4,300) on the building that it should last for another ten years, depending on use. It is anticipated that a new concrete burn building will cost between $1,500,000 and $3,000,000. Due to age, type of tiling system, size, and limited use based on design, PFA’s burn building has met its useful life. The current burn building will be repurposed in 2019/2020 to conduct search and rescue training, but will no longer be the primary structure to conduct live fire training evolutions. The new Conex burn prop to be completed in 2020 will be the primary structure used to conduct live burn scenarios, as well as vertical ventilation and rope rescue training. Impact on Operating Budget: With this funding there is no impact on the operating budget. Benefits of the Project:

• Enhanced customer service by reduction of fire loss through quicker suppression and increased survivability of citizens due to more efficient search and rescue skills.

• Enhanced firefighter safety due to protecting safety procedures in a live fire environment, and more efficient search and rescue skills.

Capital Budget Capital Budget Savings Maintenance $16,511 -$10,000

TOTAL $16,511 -$10,000

Example of New Conex Burn Building

PFA's Burn Building – Repurposed in 2020

https://www.bing.com/images/search?view=detailV2&ccid=W/E5n0Zm&id=2FB89165C07DF8F033475A9457AA4716ED313A2F&thid=OIP.W_E5n0ZmF8_lvVg9yqtsAQHaEI&mediaurl=http://www.bigsteelboxstructures.com/files/cache/b6dd1a929f2761f3cc889b96215a3076_f1627.jpg&exph=335&expw=600&q=conex+burn+building+pictures&simid=607990509377028580&selectedIndex=0


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Project: Station 6 Shop Estimated Cost: $2,015,000 (Expansion of Mechanic Bays) Revenue Source: Station 6 Shop Capital Project Project Description: Capital Fund for Use to Refurbish Station 6 Mechanic Shop The current fleet service maintenance facility was built 35 years ago, and has since passed its capacity and functionality to handle the size of PFA’s fleet. This commonly results in work space related issues that impact shop functionality, apparatus storage, and that result in extended turnaround times for repairs thereby increasing overall costs since projects have to be sent out to private vendors for completion. The expansion of the fleet services shop is currently underway and is being funded from existing capital resources designed for major station remodels. Impact on Operating Budget: Improving and updating PFA’s fleet services mechanics shop will have a positive impact on the O&M budget by reducing fleet breakdowns, lowering repair costs, and improving work turn-around times. Benefits of the Project:

• Major remodel of PFA facilities will provide a safe working environment for employees.

• Major remodel of PFA facilities will have a positive impact on the O&M budget by reducing ongoing maintenance at facilities.

• Major remodel of PFA facilities will have a positive impact on fleet reliability and repair turn-around time.

Capital Budget Operating Budget Facilities Maintenance 2,015,000 $75,000

TOTAL 2,015,000 $75,000


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Project: Station 7 Renovation or Replacement Estimated Cost: $4,509,750 Revenue Source: Station 7 Capital Project Project Description: Capital Fund to Renovate or Replace Station 7 In 2017, PFA purchased a property directly behind Station 7 in LaPorte, CO. This purchase will allow for a major remodel or rebuild of Station 7 in the future, and funds are being saved for that purpose. In 2019, $150,000 was used for architectural review and planning to address whether to pursue a major station remodel or a complete tear down and rebuild of Station 7. After architectural review it was determined that a complete rebuild would allow PFA to more adequately build for the future. Impact on Operating Budget: Addressing major maintenance issues will have a positive impact on the O&M budget by reducing ongoing problems, and will be reflected once the project is confirmed. Benefits of the Project:

• Major remodel of PFA facilities will provide a safe working environment for employees.

• Major remodel will correct an undersized issue and create spaces to meet the operational needs of PFA.

• Major remodel of PFA facilities will have a positive impact on the O&M budget by reducing ongoing maintenance at facilities.

Capital Budget Operating Budget Facilities Maintenance 4,509,750 $6,000

TOTAL 4,509,750 $6,000


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7-Dec-19 POUDRE FIRE AUTHORITY CAPITAL PROJECTS FUNDCOMPARATIVE BUDGET STATEMENT

ACTUAL ADOPTED REVISED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED2018 2019 2019 2020 2021 2022 2023 2024

Beginning Fund Balance 6,168,156 6,669,089 8,437,080 3,402,393 1,342,451 1,358,848 1,358,848 1,358,848

ResourcesContribution-City of Fort Collins 2,561,105 2,561,105 2,561,105 1,385,095 1,385,095 1,385,095 1,385,095 1,385,095Contribution - City of Fort Collins - one-time 720,091 815,654 815,654 915,734Contribution - City of Fort Collins - CEFContribution - City of Fort Collins - KFCG 53,319Contribution-DistrictInterest Income 138,334 46,109 263,330 38,810 33,342 18,677 23,407 27,322Miscellaneous Revenue 7,642 56,022Radio Tower Lease 33,807 19,200 31,837Sale of Capital Assets 13,000Transfer from PFA General Fund 99,257Transfer from PFA General Fund - KFCG 30,387 315,000 3,584,266Transfer from PFA General Fund - Wildland

Total Resources 3,656,942 3,442,068 4,042,948 5,923,905 1,418,437 1,403,772 1,408,502 1,412,417

ExpendituresApparatus Replacement 293,585 1,472,805 1,446,102 1,442,586 1,402,040 1,403,772 1,408,502 1,412,417Burn Building 18,988 463,776 56,852 16,511Computer Aided DispatchComputer/Technology Replacement 14,556 364,432 12,818EMS Equipment Replacement 20,000Facilities Maintenance 240,725 308,103 161,805Hose Replacement 7,380 16,345 25,061Major Facilitly Remodel 37,702 150,000 419,763Mobile Data Terminals 99,625Radio Replacement 95,494 100,000 18,916Records Management Replacement 399,082 4,307Rescue Tools Replacement 12,400 4,260SCBA Replacement 5,287 50,278Staff Vehicle Replacement 116 81,903 102,842Station AlertingStation 6 Shop Remodel 2,015,000Station 7 Remodel 4,509,750Station 8 26,233Station 15Thermal Imager Replacement 16,896 24,872 2,075Training Center Improvement 132,349 1,411,007Training Multi-Purpose BuildingTransfer to General Fund Reserves 5,361,549

Total Expenditures 1,388,018 3,014,636 9,077,635 7,983,847 1,402,040 1,403,772 1,408,502 1,412,417

Ending Fund Balance 8,437,080 7,096,521 3,402,393 1,342,451 1,358,848 1,358,848 1,358,848 1,358,848


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5-Dec-19CAPITAL & REPLACEMENT PROJECTS FUND

ANNUAL COSTS & EXPENDITURES BY PROJECT DETAIL INFORMATION


APPARATUS REPLACEMENT: Sources/(Uses)841100800

Beginning Fund Balance $812,524 $1,326,880 $1,923,638 $2,169,520 $1,562,204 $2,276,262 $2,508,906 $3,144,391

REVENUES City Contribution 1,385,095 1,385,095 1,385,095 1,385,095 1,385,095 1,385,095 1,385,095 1,385,095 City Contribution - one-time 75,000 75,000 Interest Income 2,411 64,889 11,629 16,945 18,677 23,407 27,322 Miscellaneous Revenue 5,193 Sale of Capital Assets 12,000 Transfer from PFA General Fund 167,000 Transfer from PFA General Fund (Wildland Revenue Funds)

Total Revenue 1,404,699 1,460,095 1,691,984 1,396,724 1,402,040 1,403,772 1,408,502 1,412,417

APPROPRIATIONS 1,380,862 1,472,805 1,639,805 1,442,586 1,402,040 1,403,772 1,408,502 1,412,417

AVAIL BALANCE NOT APPROPRIATED -6,317 0 45,862 0 0 0 0 0

EXPENSES Expenditures -293,585 -2,622,614 -1,446,102 -2,004,040 -687,982 -1,171,128 -773,017 -886,574Investment ServicesTotal Expenses -293,585 -2,622,614 -1,446,102 -2,004,040 -687,982 -1,171,128 -773,017 -886,574

Ending Project Balance 1,923,638 164,361 2,169,520 1,562,204 2,276,262 2,508,906 3,144,391 3,670,234

BURN BUILDING: Sources/(Uses)841101000

Beginning Fund Balance 339,404 325,302 328,073 650,797 0 0 0 0

REVENUESCity Contribution - one-time 220,000 220000Interest Income 7,657 393 11,576 2,431Transfer from Fund 840 148,000

Total Revenue 7,657 220,393 379,576 2,431 0 0 0 0

APPROPRIATIONS 88,000 463,776 611,776 16,511

AVAIL BALANCE NOT APPROPRIATED 246,280 0 14,080 0 0 0 0 0

EXPENSESBurn Building -18,988 -545,695 -56,852 -653,228

Total Expenses -18,988 -545,695 -56,852 -653,228 0 0 0 0

Ending Project Balance 328,073 0 650,797 0 0 0 0 0

STATION 7 Remodel: Sources/(Uses)841103500Beginning Fund Balance 0 0 0 0 2,509,750 0 0 0

REVENUESCity Contribution 915,734Interest Income 9,750 8,784Transfer from General Fund 3,584,266Total Revenue 0 0 0 4,509,750 8,784 0 0 0

APPROPRIATIONS 4,509,750 8,784

AVAIL BALANCE NOT APPROPRIATED 0 0 0 0 0

EXPENSESConstruction Expenses -2,000,000 -2,500,000Total Expenses 0 0 0 -2,000,000 -2,500,000 0 0 0

Ending Project Balance 0 0 0 2,509,750 0 0 0 0



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CAPITAL & REPLACEMENT PROJECTS FUND ANNUAL COSTS & EXPENDITURES BY PROJECT



STATION 6 REMODEL (Formerly Major Station Remodel): Sources/(Uses)841102900

Beginning Fund Balance 162,173 1,763,402 1,774,053 2,000,000 1,015,000 0 0 0

REVENUESCity Contribution (one-time) 720,091 388,254 355,900City Contribution (ongoing) 200,000 200,000 183,333Interest Income 25,381 13,226 57,456 15,000 7,613 0 0 0Transfer from Station 8 Capital Project 692,993Transfer from Station 4 Lease/Purchase Project 11,117

Total Revenue 1,649,582 601,480 596,689 15,000 7,613 0 0 0

APPROPRIATIONS 50,000 150,000 150,000 2,015,000 7,613 0

AVAIL BALANCE NOT APPROPRIATED 1,750,857 2,187,575 2,197,546 0 0 0 0

EXPENSESOther Capital Outlay -37,702 -38,188 0 0Transfer to Station 6 Shop Remodel -1,000,000 -1,022,613Transfer to Fund 840 - Major Facility Remodel -332,554

Total Expenses -37,702 0 -370,742 -1,000,000 -1,022,613 0 0 0

Ending Project Balance 1,774,053 2,364,882 2,000,000 1,015,000 0 0 0 0

STATION 8: Sources/(Uses)841101500

Beginning Fund Balance 721,477 0 0 0 0 0 0 0

REVENUESInterest Income 6,357Miscellaneous Income (Trailer) 2,449Total Revenue 8,806 0 0 0 0 0 0 0

APPROPRIATIONS

AVAIL BALANCE NOT APPROPRIATED 0 0 0 0

EXPENSESConstruction Expenses -26,233Transfer to Major Station Remodel -692,993Transfer to Traning Center Improvement Capital Proje -36,294Transfer- Capital ReserveTotal Expenses -755,520 0 0 0 0 0 0 0

Ending Project Balance -25,237 0 0 0 0 0 0 0

STATION 4 LEASE/PURCHASE: Sources/(Uses)841101800

Beginning Fund Balance 11,035 0 0 0 0 0 0 0

REVENUESInterest Income 102

Total Revenue 102 0 0 0 0 0 0 0

APPROPRIATIONS

AVAIL BALANCE NOT APPROPRIATED 0 0 0 0 0 0 0

EXPENSESTransfer to Major Station Remodel -11,117Transfer to Capital Reserve -20Total Expenses -11,137 0 0 0 0 0 0 0

Ending Project Balance 0 0 0 0 0 0 0 0



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STATION 15: Sources/(Uses)841101200

Beginning Fund Balance 1,500,287 1,552,567 1,569,196 0 0 0 0 0

REVENUESInterest Income 35,102 11,788 46,375Radio Tower Lease 33,807 19,200 31,837Total Revenue 68,909 30,988 78,212 0 0 0 0 0

APPROPRIATIONS

AVAIL BALANCE NOT APPROPRIATED 1,433,766 1,457,880 1,511,978

EXPENSESTransfer to 840 - Reserves -1,647,408Total Expenses 0 0 -1,647,408 0 0 0 0 0

Ending Project Balance 1,569,196 1,583,555 0 0 0 0 0 0

TRAINING MULTI-PURPOSE BUILDING: Sources/(Uses)841101300

Beginning Fund Balance 216,199 219,240 221,191 0 0 0 0 0

REVENUESInterest Income 4,992 1,644 6,485Total Revenue 4,992 1,644 6,485 0 0 0 0 0

APPROPRIATIONS

AVAIL BALANCE NOT APPROPRIATED 158,422 154,516 164,907 0 0 0 0

EXPENSESTransfer to 840 Reserve -227,676Total Expenses 0 0 -227,676 0 0 0 0 0

Ending Project Balance 221,191 220,884 0 0 0 0 0 0

FACILITIES MAINTENANCE: Sources/(Uses)841101600


REVENUESContribution from Ongoing O&M Budget 263,010 263,010 241,092City Contribution - one-time (generator) 40,000 36,667Interest Income 5,947 2,415 8,678Insurance Recovery 3,940Total Revenue 268,957 305,425 290,377 0 0 0 0 0

APPROPRIATIONS 250,492 308,103 308,103

AVAIL BALANCE NOT APPROPRIATED 5,307 0 -12,419

EXPENSESTransfer to 840 - Reserves -312,260Professional Fees -240,725 -308,000 -161,805

Total Expenses -240,725 -308,000 -474,065 0 0 0 0 0


SCBA REPLACEMENT: Sources/(Uses)841102000


REVENUESInterest Income 9,328 3,072 11,855 0 0 0 0 0

Total Revenue 9,328 3,072 11,855 0 0 0 0 0

APPROPRIATIONS

AVAIL BALANCE NOT APPROPRIATED -228,859 -229,434 -217,004

EXPENSESSCBA -5,287 -50,278Transfer to 840 Reserves -370,621

Total Expenses -5,287 0 -420,899 0 0 0 0 0




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HOSE REPLACEMENT: Sources/(Uses)841102400


REVENUESCity Contribution 16,000 16,000 14,667Interest Income 477 197 908 0 0 0 0 0

Total Revenue 16,477 16,197 15,575 0 0 0 0 0

APPROPRIATIONS 16,648 16,345 16,345

AVAIL BALANCE NOT APPROPRIATED 365 0 -405 0 0 0 0

EXPENSESHose -7,380 -16,000 -25,061 0 0 0 0Transfer to 840 Reserves -16,940

Total Expenses -7,380 -16,000 -42,001 0 0 0 0 0


THERMAL IMAGER REPLACEMENT: Sources/(Uses)841102500


REVENUESCity Contribution 24,000 24,000 22,000Interest Income 1,119 377 1,701 0 0 0 0 0

Total Revenue 25,119 24,377 23,701 0 0 0 0 0


AVAIL BALANCE NOT APPROPRIATED 917 0 -254 0 0 0 0

EXPENSESThermal Imagers -16,896 -24,000 -2,074 0 0 0 0Transfer to 840 Reserves -71,462

Total Expenses -16,896 -24,000 -73,536 0 0 0 0 0


STAFF VEHICLE REPLACEMENT: Sources/(Uses)841102600


REVENUESCity Contribution 80,000 80,000 73,333Sale of Capital Assets 1,000Interest Income 1,751 2,428

Total Revenue 82,751 80,000 75,761 0 0 0 0 0


AVAIL BALANCE NOT APPROPRIATED 2,805 0 -3,337 0 0 0 0

EXPENSESVehicles -115 -80,000 -102,842Transfer to 840 Reserve -84,529

Total Expenses -115 -80,000 -187,371 0 0 0 0 0




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STATION ALERTING: Sources/(Uses)841102700


REVENUESCity Contribution 130,000 130,000 119,167Interest Income 8,251 3,125 13,683 0 0

Total Revenue 138,251 133,125 132,850 0 0 0 0 0

APPROPRIATIONS

AVAIL BALANCE NOT APPROPRIATED 420,287 549,838 553,137

EXPENSESTransfer to 840 Reserves -553,137 0 0

Total Expenses 0 0 -553,137 0 0 0 0 0


COMPUTER AIDED DISPATCH (CAD): Sources/(Uses)841102800


REVENUESInterest Income 6,382 2,102 8,291 0 0

Total Revenue 6,382 2,102 8,291 0 0 0 0 0

APPROPRIATIONS


EXPENSESTransfer to 840 Reserves -291,083

Total Expenses 0 0 -291,083 0 0 0 0 0


TRAINING CENTER IMPROVEMENT: Sources/(Uses)Beginning Fund Balance 150,720 253,866 242,642 0 0 0 0 0

REVENUESCity Contribution KFCG Reserve (one-time) 53,319Interest Income 5,014 1,904 6,042 0 0 0 0 0Miscellaneous Revenue 56,022Transfer from PFA KFCG Reserve (one-time) 129,644Transfer from Station 8 Capital Project (one-time) 36,294

Total Revenue 224,271 1,904 62,064 0 0 0 0 0



EXPENSESImprovement Expenses -132,349 -141,107 0 0 0 0Transfer to 840 Reserves -163,599

Total Expenses -132,349 0 -304,706 0 0 0 0 0




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MOBILE DATA TERMINALS (MDT): Sources/(Uses)841103100


REVENUESInterest Income 896 164 645 0 0 0 0 0

Total Revenue 896 164 645 0 0 0 0 0



EXPENSESMDTs -99,625Transfer to 840 Reserves -22,661

Total Expenses -99,625 0 -22,661 0 0 0 0 0


RECORDS MANAGEMENT SYSTEM (RMS) REPLACEMENT: Sources/(Uses)841103200


REVENUESInterest Income 5,233 551 2,166 0 0 0 0 0

Total Revenue 5,233 551 2,166 0 0 0 0 0


AVAIL BALANCE NOT APPROPRIATED -458,957 -459,208 -456,791 0 0 0 0

EXPENSESRMS Expenses -399,082 -4,307 0 0 0Transfer to 840 Reserves -72,162

Total Expenses -399,082 0 -76,469 0 0 0 0 0


COMPUTER/TECHNOLOGY REPLACEMENT: Sources/(Uses)841102200


REVENUESCity Contribution 300,000 300,000 275,000City Contribution - one-time 60,000 55,000Interest Income 4,995 2,572 13,669 0

Total Revenue 304,995 362,572 343,669 0 0 0 0 0

APPROPRIATIONS 300,000 364,432 364,432

AVAIL BALANCE NOT APPROPRIATED 4,600 7,173 -16,163 0 0 0 0

EXPENSESComputers/Technology -14,556 -360,000 -12,818Transfer to 840 Reserves -676,514

Total Expenses -14,556 -360,000 -689,332 0 0 0 0 0




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RADIO REPLACEMENT: Sources/(Uses)841102300


REVENUESCity Contribution 163,000 163,000 149,417Interest Income 6,939 2,579 11,570 0Other Miscellaneous Revenue 9,000Total Revenue 169,939 165,579 169,987 0 0 0 0 0

APPROPRIATIONS 100,000 100,000 100,000


EXPENSESRadio Maintenance & Support -95,494 -100,000 -18,916 0 0 0 0Transfer to 840 Reserves -493,146

Total Expenses -95,494 -100,000 -512,062 0 0 0 0 0

Ending Project Balance 342,078 409,492 0 0 0 0 0 0EMS EQUIPMENT REPLACEMENT: SOURCES/(USES)

841103300Beginning Fund Balance 0 0 0 0 0 0 0

REVENUESCity Contribution - one-time 20,000 18,333Interest Income 0 210 0 0 0 0

Total Revenue 20,000 18,543 0 0 0 0 0


AVAIL BALANCE NOT APPROPRIATED 0 -1,457 0 0 0 0

EXPENSESTransfer to 840 Reserves -18,543

Total Expenses 0 -18,543 0 0 0 0 0

Ending Project Balance 20,000 0 0 0 0 0 0RESCUE TOOLS REPLACEMENT: SOURCES/(USES)

841103400Beginning Fund Balance 0 0 0 0 0 0 0

REVENUESCity Contribution - one-time 12,400 11,367Interest Income 0 118 0 0 0 0 0

Total Revenue 12,400 11,485 0 0 0 0 0


AVAIL BALANCE NOT APPROPRIATED 0 -915 0 0 0 0

EXPENSESFire Tools & Equipment -4,260Transfer to 840 Reserves -7,224Total Expenses 0 -11,484 0 0 0 0 0

Ending Project Balance 12,400 0 0 0 0 0 0

CAPITAL PROJECT RESERVE 135,782 110,467 110,467 110,467 110,467 110,467 110,467 110,467

TOTAL ALL PROJECT BALANCES $8,437,080 $7,335,463 $4,930,784 $5,197,422 $2,386,729 $2,619,373 $3,254,858 $3,780,701


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Long-Range Financial Plan

I. Introduction

A. What is the Long-Range Financial Plan?

The 2019 Long-Range Financial Plan (LRFP) is PFA Staff’s effort to make multi-year projections regarding the financial condition of PFA. It is a planning tool to be used in making projections about the financial impact of addressing organizational operational needs, staffing plans, capital needs, and maintenance plans. The LRFP will serve several purposes for the organization, including:

• Create connections between PFA’s Strategic Plan and the long-term financial planning process to carry out strategic initiatives

• Link the organization’s budget plan to the Standard of Cover • Identify financial issues in future budget years • Identify financial strategies for managing PFA’s resources • Identify potential threats and develop contingency plans for addressing unexpected needs • Prioritize funding requests methodically and through the use of data driven decision making

processes • Identify opportunities and methods for taking advantage of these opportunities when they

occur • Project the impact of ongoing funding commitments on other portions of future annual budgets • Manage the organization’s financial risks

B. What does the Long-Range Financial Plan not do?

It is critical to also highlight what the LRFP will not do for PFA:

• It will not serve as a multi-year budget • It will not guarantee that a particular need will be funded in a specific year; funding decisions

will continue to be made annually as a part of the Annual Budget and appropriation process • It will not create revenue projections separate from those provided by PFA’s funding partners--

the City of Fort Collins and the Poudre Valley Fire Protection District

C. Planning Horizon

The time horizon for the plan will be six to seven years (three City budget cycles including the current cycle and next two). This updated plan includes 2019 through 2025. Planning beyond the six-year window is difficult and unlikely to be productive because of the challenges of projecting revenue and service demand growth beyond that horizon.

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D. Scope

The scope of the plan will include both Operations and Capital planning. In the past, PFA received funds from the City of Fort Collins which were restricted to capital needs, though funds were often diverted to operational needs. This plan includes projections for both the ongoing operations of PFA and the capital needs for facilities, fleet, equipment and technology. These projections encompass both on-going new commitments and one-time project or capital needs.

E. Updates

The plan will be updated every two years in odd number years. These updates will occur after the City of Fort Collins updates revenue projections for future years and will reflect biennial updates to District and Timnath Development Authority property tax assessments.

II. Financial Environment Analysis

A key element of the PFA Long-Range Financial Plan is the review of factors inside and outside the organization that influence its financial health. Some factors that are critical to PFA’s financial future are well known and many are a result of legal documents and agreements. Others describe the cultural environment of the Authority and the funding partners of PFA.

A. Current Financial Environment

• Intergovernmental agreement (IGA) adopted in 2014 to improve financial stability and predictability of revenue stream from the City and also address the impact of annexations and Urban Renewal Authority Tax Increment Financing arrangement on future PFA revenue

• Growth of revenues from areas within the jurisdiction but outside of the City of Fort Collins and the Town of Timnath have been limited, so growth of District revenues has been small until the substantial growth in recent years caused by an unusually large revised property valuation; growth of residential property values has remained strong

• IGA with Timnath was updated in 2015 to solidify revenue stream from the Timnath portion of District

• PFA jurisdiction weathered the 2008-2010 recession without catastrophic financial impact on funding partners

• Economic growth has been significant and is anticipated to continue into the near future with several major economic drivers opening for business

• Voters have been supportive of earmarked funding measures that provide revenue for Fire Services (Keep Fort Collins Great KFCG and the District mill levy); KFCG was renewed by Fort Collins voters with a continuing commitment of these sales and use tax funds in perpetuity

• Annexations of properties within the District have reduced property tax revenue generating properties, however, as these properties are annexed into the City of Fort Collins they become more valuable and therefore have greater potential to generate both demand and revenue


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• Revenues from City of Fort Collins Capital Expansion Fees have increased during the past two years as residential and commercial construction has grown; the District plans to address Capital Expansion Fees in 2019-2020

B. Future Financial Environmental Considerations—SWOT Analysis

Long-term financial planning should be based upon a review of the ability of the organization to adequately address the cost of service demands of the community. Analyzing PFA’s Strengths and Weaknesses allows decision-makers to consider the internal environment, while a review of Opportunities and Threats will provide perspective on the external environmental pressures and opportunities to be faced by the Authority in the future.

Strengths • Revenue Allocation Formula (RAF) with

City/District and strong relationship with funding partners

• Diverse revenue base divided between Sales/Use Taxes and property taxes through RAF provisions

• Ability to hire hourly employees to meet variable needs and revenues

• Overhire strategy • Current vibrant, diverse, growing economy

that weathered economic downturn better than many communities

• Voter renewal of KFCG tax in perpetuity • Voter approval of Gallagher override • Data driven decision-making (station

locations, staffing models, etc.) • Service agreement with CSU for

development review and fees • IGA with Town of Timnath re: Tax Increment

Financing/URA • Culture of fiscal responsibility, stewardship

and conservative spending on facilities • Budget process includes broad staff

involvement, checks and balances, engagement, transparency

• Independent governmental body, guided by PFA Board

• Debt free • Capital Expansion Fee funding from City

• Significant recent progress in funding capital backlog

Weaknesses • Hourly employees utilized for variable

staffing may not stay employed long-term • Limited opportunities for additional City or

District funding • City economy drives RAF through sales and

use taxes, a volatile revenue source • Limited revenue growth in District; Timnath

growth limited to Tax Increment Financing (TIF) and does not capture sales and use tax revenue

• Service contract annual fees for technology with no guarantee on cost increases

• Limited success with approval of grant applications

• Administrative office space inadequate for future growth

• Inadequate administrative support staff for growing organization

• Backlog of operations and maintenance needs from previous funding shortfalls

• System for prioritizing unfunded needs lacks rigorous process

• City concerns regarding with growth of property tax revenues and cost of in-kind services


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Opportunities • Strong economic growth projects near-term

revenue growth • More community and organizational interest

in being engaged in the budget • Growth in City Capital Expansion Fee

revenue • Create alternative deployment and response

models that could be more efficient (e.g. RAM alternative response vehicle)

• Fire code changes to decrease demand for fire response and reduce the intensity of threats

• Apparatus options • Affordable Care Act leading to changes in

service demand • Fee based model for enhanced services at

Special Events • Less fires, more rescue-Emergency Medical

Services • Community paramedicine and paramedic

staffing on existing engine company(ies) • Single family residences with built-in fire

protection • Ability to influence new Urban Renewal

Authorities by participating in governing boards, per new state law

• Continuous improvement through reaccreditation every five years

Threats • Softening sales and use tax growth rate

within Fort Collins, despite community and service demand growth and regional sales tax strength

• Rapid and continued growth of call volumes not matched by staffing and funding plan

• Disproportionate increase in demand for low-acuity responses.

• New demand in the North east portion of the service area may outpace ability to meet that need

• Annexations, especially East Mulberry, which may also include TIF funding

• Future tax base competition for City sales and use tax revenue

• Cost of replacing technology is very high; some providers are not financially stable

• Technology costs increase rapidly and lifespans are limited

• Overall growth in Northern Colorado, especially in Timnath

• Rapidly growing service demand from I-25 with no offsetting revenue source

• Higher infill densities lead to service demand increases without ability to add facilities

• Increasing mall demand with residential units and concentrated commercial density

• TIF revenue from Urban Renewal areas obligated to specific improvements rather than general government needs such as Fire

• Increasing special event demand without additional revenues

• Aging population at greater risk for fire and medical calls

• Greater population of residents living in poverty create increased service demand

• Homelessness increase leading to greater demand

• High cost of housing within City may lead to lower quality, lower cost housing in more remote areas of district with higher fire risk

• Unknown impact of Affordable Care Act reforms/Health Care reform changes

• Ongoing growth of employee health insurance costs in excess of general inflation

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III. Financial Strategies

A. Strategies for maintaining financial balance

1. Revenues • During revenue growth periods, ensure that capital needs are aggressively addressed through

reserves, capital project funds and equipment replacement programs • Begin to lower overall reserve balances by allocating funds to major capital projects (Station 7) • Reevaluate the impact of annexations on revenues once every year • Evaluate the impact of any TIF financing agreements on PFA revenues when they are being

considered by a funding partner and negotiate to limit the impact based on an analysis of any increases in service demand

• Review and update City/District IGA and RAF on a routine basis to ensure that elements of the RAF calculation continue to be balanced between the two entities (calls for service/assessed valuation of property protected v. funding provided)

• Maintain adequate reserves to address unexpected needs, unanticipated opportunities, and financial uncertainty

• Aggressively pursue grants and cooperative relationships to maximize available resources • Ensure that billable services (development review, inspections, deployments, Hazmat spills) and

disaster relief funds are pursued when appropriate

2. Expenditures • Budget conservatively but reevaluate expenditures throughout each budget year to limit

underspending/overspend • Maintain market-based approach to employee compensation; fold this approach into

parameters of Collective Bargaining Agreement as appropriate; maintain market competitiveness for not CBU members

• Seek opportunities to limit the impact of overtime expenditures by maintaining adequate staffing levels, tracking data, modifying staffing plans and anticipating vacancies; limit the duration of the need for overtime staffing to keep firefighters safe and operations efficient

• Continuously evaluate staffing levels to maintain adequate line staffing to ensure safe, efficient, cost-effective operation

• Provide adequate Prevention staff to meet demand for development services and achieve desired prevention outcomes

• Maintain adequate support staff to ensure efficient administration and stewardship of resources • Appropriately fund capital asset maintenance and major repair and renovation budget to limit

costly deferred maintenance; maintain, repair and renovate at appropriate, cost-effective intervals

• Monitor efforts of FPPA Board to legislate increased employer costs for disability and pension plans

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B. Budget Efficiencies Opportunities for Evaluation • Use of pool cars for administrative, training, or other needs; reexamine staff vehicle deployment • Civilianization of positions that do not require trained firefighters (technical fire prevention

positions, public information, IT, support services division) • Contracting out services (e.g. SCBA maintenance) • Evaluate the use of career Fire Prevention positions, rather than rotational positions; consider

career ladder for Fire Prevention • Limit staffing for special events; require demand/need data • Overtime costs analysis and strategies for controlling costs • Reduce impact of sick leave, modified duty and injury leave costs through wellness and safety

programs, when possible (e.g. physical therapist) • Energy efficiency opportunities through construction and renovation • Consolidation of support services with adjacent jurisdictions

C. Stop Doing Opportunities • Consolidation of single resource units (Safety 1 and Bureau 1) • Evaluate auto-aid and mutual-aid agreements to ensure mutual benefit vs changing agreements

to limit services outside jurisdiction • Consider impact of out of jurisdiction deployments and resource sharing to prioritize local

service demands • Consider limiting response to A and B medical calls during specific operational periods to

increase response reliability; examine cost/benefit analysis on response to A and B level medical calls

• Review opportunities to eliminate duplication of efforts with other jurisdictions (e.g. Larimer County Sheriff, Search and Rescue)

D. Financial Controls and Transparency • Enhance financial controls to ensure that assets and funds are not misused or misappropriated • Enhance transparency of expenditures through use of a variety of communication tools to the

organization and community • Strategically review all financial systems to implement best practices for financial control,

including time tracking, accounts payable and receivable system interfaces, and on-boarding and off-boarding checklists

• Enforcement of leave policies for cash handlers

E. Debt Position of Authority • PFA has limited its use of debt financing throughout the history of the organization, preferring

instead to utilize pay-as-you-go funding of both operations and capital expenditures • Continue to favor pay-as-you-go funding through capital funding reserves and equipment

replacement funds • PFA has paid off all of its debt obligations, providing future opportunities to consider debt

financing of future construction, if needed.

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E. Plan Monitoring System • Semi-annual monitoring of actual revenue to projected revenue • Annual review of City, District and Timnath revenue projections • Biennial updates to Long-Range Financial Plan • Financial scorecard (red, yellow, green) • Monitor reserves • Monthly budget to actual monitoring

IV. Financial Analysis and Projections 2020-2025

A. Overview

Poudre Fire Authority has three main funding sources, including the City of Fort Collins, the Poudre Valley Fire Protection District and some PFA generated revenue. Revenue from both the City and the District are determined by the Intergovernmental Agreement and its Revenue Allocation Formula. PFA generated revenues are derived from fees for specific services performed by Community Safety and Services. City of Fort Collins PFA’s revenue projections are secondary to the projections generated by the City Finance Department. Sales and Use Tax revenues are projected on an ongoing basis and formally updated to PFA every two years during the City’s biennial budget process. Property tax revenue projections are generated through Larimer County data and can also be projected on the biennial budget cycle. The overall strength of the Fort Collins economy and growth in Timnath has resulted in revenue growth that generally tracks with the community’s growth and demand for fire, rescue and EMS service. As a part of the Revenue Allocation Formula, the City has agreed to phase-in an increase to its contribution through 2018. In 2020, the City has fully implemented its contribution to the partnership revenue. Sales and Use revenues are variable for the City, with local economic conditions leading to cyclical growth and decline patterns. The City creates a formal sales and use tax revenue projection early (approximately April) in the biennial budget planning process during even numbered years. The RAF calls for the City to update the projections throughout the budget planning year “if there are material changes to the City Sales and Use Tax and City Property Tax April projections.” A significant portion (greater than 10%) of revenue from the City of Fort Collins is the result of the “Keep Fort Collins Great” voter approved sales and use tax. Revenue projections for this portion of the City’s contribution are made at the same rate as other sales and use tax revenue. With 11% of KFCG revenue allocated to fire and emergency services, this revenue stream yields $3.0 million to PFA in 2019. In 2019, City voters approved the extension of a portion of the KFCG tax in perpetuity. Though the formula of revenue allocation to various uses in the ballot language is different than the previous “11% of .085%,” yield to PFA will continue to be the same in future years. This change will begin in January 2021, after the sunset of the current tax.

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Property tax revenue from the City of Fort Collins is a less volatile revenue source than sales tax revenues. Property tax re-assessments are conducted every two years during the odd-numbered year. Strong growth in real estate values within Larimer and Weld Counties have led to steady growth in property tax revenue, even during the Great Recession. With past performance in real estate growth, this portion of the City’s contributions can be projected on a more straight line projection that increases every two years. Annexations of District territory into the City of Fort Collins may have an impact on the District’s revenue. Within the Revenue Allocation Formula, the City has agreed to make adjustments to its revenue stream if an annexation has both an impact on PFA’s revenue stream and the service demands created by the annexation. Similarly, future use of Urban Renewal Authority (URA) Tax Increment Financing agreements will be evaluated for their impact on PFA revenue and service demand. Poudre Valley Fire Protection District District revenue is derived solely from property tax revenue. The biennial reassessment of properties by Larimer and Weld Counties drives the changes in revenue from District resources. The low volatility of property tax revenues has made the District’s contributions to PFA relatively steady. In the early part of the decade, the economic recession led to relatively flat revenue projections with two years of slight decline in revenues. The 2015, 2017 and 2019 reassessments represent major increases in District revenues. The District’s general revenue was previously significantly limited by the Town of Timnath’s implementation of a URA with Tax increment Financing. Through an agreement between the District, the Town of Timnath, the Timnath Development Authority (TDA) and PFA, the District makes PFA whole from the TIF revenue which is diverted by the URA agreement. Beginning in 2016, the TDA began paying all of the property taxes that would have otherwise been due to the District for the properties within the TDA boundaries. In 2020, this revenue will equal $946,146 with significant growth in the number of assessed commercial and multi-family properties projected in the near future. PFA Generated Revenue PFA provides several services to the community for which it charges specific fees. These fee-based services include development review, fire sprinkler confidence testing, plans review, and building permits for new construction, tenant finishes, and fire protection systems. This is a highly variable revenue stream which fluctuates with development. The revenue also trails some of the expenses of the Community Safety and Services Division (CSSD). The majority of development related fees are collected at the time a building permit is obtained, which is after the majority of work has been completed on new construction. Fee revenue covers a portion of the ongoing cost of the CSSD, while general revenue is used for the ongoing portion of the programs. When demand for services from CSSD is high, additional one-time revenue from building projects is used to hire contractual and hourly employees to provide extra

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capacity. Because this workload is sporadic, the use of temporary employees rather than classified employees provides a greater level of flexibility to the division in managing periods of high workload.

V. Identified Operations and Capital Needs 2020-2025

Staffing • 3 Rover positions to cover additional FF positions • Up to 9 firefighters on additional apparatus/or additional company • Additional RAM unit staffing • Support staff for Operations and overall system expansion • 6th vacation slot for line positions • Staffing or assignments to oversee station facility needs • Physical therapist/Wellness program coordination • Third support company staffing • Mechanic additional staffing

Facilities • Station 15 land • Station 7 renovation or replacement • Stabilization or removal of house behind Station 7 • Future stations (Station 15 construction, as determined by station location modeling) • Administration building replacement, expansion and/or remodel • Driving course • Burn Building renovation/replacement • Multi-family burn building • Facilities Major Repair and Renovation fund • Remodel of Stations 2 and 3 • Training Multi-purpose building • Generators at Stations 2, 3, 7 • Mechanic shop remodel and expansion

Apparatus • Apparatus replacement (Rescue, ongoing replacement schedule) • Dual companies in denser urban areas • Support apparatus at different locations; Support companies to address response time demands

(e.g. Rescue Pumper at Station 3; alternative apparatus types; jump staffing) • RAM Unit vehicle • Quick response companies

Technology • Station Alerting system • Software systems replacement (growth, new opportunities, obsolescence)

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• Technology upgrades (Records Management, CAD, AV equipment, etc.) • Automated Vehicle Location System

Equipment

• Self-Contained Breathing Apparatus (SCBA) ongoing replacement fund • Replacement of tools, equipment and major maintenance • EMS training and equipment • Technical rescue equipment • Wildland personal protective equipment

VI. SUMMARY OF HIGHLIGHTS

Assuming adequate growth in revenues to fund the current PFA level of service, staff has developed a projection of likely key budget recommendations over the next few years. This type of planning and projection is necessary so that revenues can be allocated toward long-term needs, rather than making funding decisions for one-time or short-term needs.

The multi-year projections included in Exhibit A demonstrate the timing of funding for various operational and capital priorities. These projections provide a planning tool for anticipating future needs and identifying any future funding gaps or surpluses.

2020 Priorities • Add three new coverage firefighter positions • Add funding to Training Center capital project for next phase of development of facilities • Additional development review and inspections firefighter to address demands for service in CSS

Division • Replacement of Support Company apparatus • Physical therapist • Administrative offices minor remodel • Mechanic additional staffing • Utilize Station 15 capital project funds to purchase land for the future northeast Fort Collins fire

station • Add one-time and on-going resources to the Major Repair and Renovation program to begin

accumulating funds to complete a major remodel of one fire station in 2019

2021 Priorities • Additional minimum staffing positions • Paramedic staffing, phase 2 • IT systems replacement funding • Major station remodel (Station 2, 3) • Training center trench rescue project

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2022 Priorities • Heavy rescue staffing • Consider further alternative staffing model additions • Administrative offices additional remodel, renovation • Additional ongoing funding for apparatus replacement

2022-2023 Priorities

• Station 15 construction, if demand in service area meets projections • Add ongoing funding for RAM car alternative staffing model deployment following grand

funding (full cost) • Station 15 staffing; nine firefighter/captain positions plus one coverage position • Major station remodel (Station 2, 3, or 7) • Consider Rescue Unit/Third Support company staffing per Standard of Cover

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UNFUNDED PROJECTS/FUTURE ISSUES The unfunded projects/future issues list is updated annually as part of the budget process by program managers and senior leadership. This list is referred to in budget planning discussions, in Long-Range Financial Plan development, and when applying for grants.

ONE-TIME EXPENDITURES (CAPITAL PRIORITIES)

HIGH PRIORITY Facilities Maintenance – Total cost unknown at this time; Phase-in to 4%

Staff is working on increasing funding based on a 2018 total replacement cost of $30.56 million. An additional $125,000 in 2015 in ongoing funds, $100,000 in 2017 in ongoing funds, $70,000 in 2018 in ongoing funds into the O&M budget, and $40,000 of one-time funds in 2019 brings PFA to an annual allocation of 1.19% of total replacement cost. The goal for this maintenance fund is to reach the International Facility Management Association recommendation of 4% of replacement cost. Following is a breakdown of phase-in funding based on PFA’s total replacement costs:

2% Replacement Costs - $611,120 3% Replacement Costs - $916,680 4% Replacement Costs - $1,222,240 • Replacement of Major Renovation—Station 7 --$4.5 Million

The next station slated for major repair or renovation is Station 7 in LaPorte. This station does not meet current needs or facility standards for a four person company. It does not have adequately house mixed gender crews, living facilities are below standard and in need of major updates, and the station does not serve the community as it could with a community room. With the purchase of a new lot behind Station 7, adequate space is now available for a modest increase in the building’s footprint and an overall improvement of the facility.

• Major Remodel/Renovation of Stations - $1,000,000 to $2,000,000 per Station Cost is dependent on scope of upgrades, and the upgrades do not include any change to the footprint of the stations with the exception of the new lot purchased for Station 7 in LaPorte. PFA’s oldest stations have small footprints, inadequate bay sizes, and are energy inefficient. The stations are in need of major upgrades to meet today’s fire service needs. The 2017 budget included $150,000 in one-time funding to begin a station remodel project, and in 2018 $200,000 in ongoing funding was included, plus $720,091 one-time, and 2019 allocated additional funding of $388,254 one-time to build up a fund balance to direct towards whichever station is selected for the next update.

• Call Processing & Station Alerting Upgrades - $800,000 The current Zeetron 6/26 is very dated technology that has been updated several times to keep it as up-to-date as possible, however it is very limited in functionality and can have a negative impact on response time. State of the art systems include numerous options for notification, definitive tones, and indicators for multiple companies, turnout timers and many options for automating station operations such as lights and doors. The 2017 budget added $280,000 in funding to begin a station alerting capital project; with a proposed $130,000 in ongoing funding in 2018.

Added 2014

Added 2014

Added 2015

Added 2014

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• IT Equipment Replacement and Upgrade – Up to $665,233 A wide variety of equipment needs have been identified by PFA’s IT staff. These needs include: backup power for the IT data center, Smartphones for apparatus, a TeleStaff to target solutions interface, data analysis software (Omega & Arc GIS), IT education, MDT replacement, Office 365 licensing, network storage, new virtual server hosts, audio/visual systems updates, independent network storage switch, tablets for apparatus, additional licenses for Polycom. Several of these funding needs were addressed in the 2017 and 2018 budgets. The 2019 budget continues to provide on-going capital funding for these needs.

• Multi-Family/Townhouse Burn Building - $2,500,000 Gas fired townhouse-style burn building to train firefighters in an efficient and safe manner utilizing a more environmentally friendly approach in producing conditions required for live fire training. Environmental impacts, more realistic building styles, increased longevity of gas fired structures and increased safety features make this a logical future direction for training, and the training facility. The 2019 Budget includes an allocation of $210,000 to address burn building replacement by constructing a CONEX box burn structure to supplement the current burn building and extend its useful life. MEDIUM PRIORITY Apparatus Replacement-- $800,000 Allocations to this replacement budget over recent years have created a more stable replacement fund for the apparatus replacement fund. In the future, general inflation and the growth in the number of units to be replaced with continue to grow. Additional funds will need to be added to this on-going capital budget in the future.

• SCBA Replacement Fund – Begin building for 2026 replacement The PFA Board approved a capital replacement project for SCBA replacement in 2012, and PFA’s SCBA were replaced in 2016. The balance in this project following the 2016 replacement will remain in the project to begin building for the next 10-year replacement of SCBA.

• Mechanic Shop expansion/remodel -- $100,000 With the recent addition of a third mechanic at the Station 6 Mechanic Shop and the size and number of apparatus to be maintained, additional space is needed at the shop. The facility was constructed with a possible future expansion in mind. This single floor expansion on the north side of the builiding would allow for better parts, tool and equipment storage.

• Driving Course - $1,500,000 – possibly share cost with cooperators PFA apparatus operators drive large, heavy fire equipment throughout the community, often during emergency response. Advanced driving skills are as essential to the safe and efficient operation of PFA’s fleet as is pump operations. A large driving pad that can support the weight of fire apparatus has been part of the long-term build-out plans for the Training Facility since it was originally built in 1994. In the past, drivers have used the dirt parking lots at Hughes stadium for the higher speed skills and utilized the streets and parking lots at the Training Facility for the slow speed and maneuverability training and testing course. Obviously neither is an optimal solution as Hughes is difficult to schedule and the dirt versus asphalt surface limits the reality of the training. Using the Training Facility not only impacts and limits the use of the facility for other purposes, but the repeated turning, braking and accelerating in the same spots causes accelerated failure of the concrete roads. Through combined efforts with cooperators, a

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location has been identified and tentatively planned for the installation of a large concrete driving surface designed to support the weight of the apparatus.

• Technical Rescue Equipment- $50,000 Locating a John Boat and a zodiac type boat at Station 8 (Timnath) and a zodiac-type boat at Station 7 in addition to the john boat already located at Station 7 (LaPorte) would provide water rescue resources at either end of the PFA district and on the river corridor with recreational reservoirs in both first-due districts.

• Training Multi-Purpose Building - $2,000,000 Combination apparatus service center relocated at the Training Center. This 10,000 square foot facility would house PFA’s service center with sufficient room to repair and house reserve apparatus. This facility would provide the opportunity for an enterprise system for apparatus repair which could increase the mechanic staff and provide service to surrounding departments.

• Uninterruptible Power Supply (generators) - $200,000 A critical infrastructure project that will ensure redundant power supplies to critical facilities at PFA and to provide for lightning mitigation measures. Uninterruptible power supply for all PFA computers will improve safety and communication of responders.

• Drone Program Operating Budget -- $20,000 Support the use of PFA’s drone through training, replacement funds, and other program needs. LOW PRIORITY

• Station 15 - $5,000,000 Construction and Land & 10-12 Personnel - $1,400,000 - $1,600,000 PFA currently has $1,404,640 earmarked for Station 15. This may be the last fire station planned in PFA’s jurisdiction, and will most likely be built in the northern portion of the jurisdiction. A portion of the cost of this station may be funded through the City of Fort Collins Capital Expansion Fee and the proposed District Capital Expansion Fees.

• Wildland Personal Protective Equipment for Uniformed Personnel - $50,000 Recent wildfire seasons have brought forth the need for an increased amount of Personal Protective Equipment (PPE) for PFA. In large incidents of this nature the need for additional PPE quickly outstrips the availability. The move toward a system where all uniformed personnel would be issued a wildland pack, fire shelter, canteen, headlamp and gloves is important.

• Additional Space at Administration – Cost Unknown at this time Available administrative staff and storage space continues to be a challenge at 102 Remington. Inadequate number of offices has placed staff on a different floor than their assigned division and offices on both floors can house two or more individuals at times resulting in situations that could be more productive. A critical document storage space shortage has resulted in relocating documents to other locations.

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ESSENTIAL ONGOING PRIORITIES

UNFUNDED O&M PRIORITIES

Some of these priorities are identified in the strategic planning process as necessary to meet current community needs and some are due to the reorganization of PFA. They appear in priority order.

HIGH PRIORITY

• RAM Unit Staffing -- $234,000

During 2017 and 2018 PFA conducted a pilot project to evaluate the use of a roving auxiliary medical (RAM) unit deployed on weekend evenings and nights in the Old Town and CSU areas of the community. The goal of the pilot project was to develop an alternative response model to address the weekend spike in non-critical calls which occur in the City’s core. The large call volume during this time period creates challenges to keeping resources available for critical calls and maintaining targeted response times.

• Three Minimum Staffing or Coverage Positions – $390,000 Minimum staffing positions are a critical need to ensure that PFA has enough basic staffing to meet both routine minimum staffing and peak demands. Over the past few years, staff has found that PFA is at a critically low level of staffing to meet these minimums. PFA needs to ensure enough basic staffing to cover daily shifts, plus an adequate number of additional positions to cover annual leave, sick and injury leave, modified duty and conference/training leave. Three positions were added in 2015, and at least an additional three positions are needed in the near future.

• Community Risk Reduction program enhancements: $125,000 A Risk Reduction Manager/Coordinator would focus on setting the strategy for PFA’s risk reduction efforts. This position would coordinate volunteer efforts on school-based programs, in-person community events, and with the City of Fort Collins volunteer program. Community Risk Reduction efforts nationwide reflect a primary method by which staff can be empowered to intervene, to reverse the 911 call load, and make a significant and lasting impact in the lives of community members.

• 40-hour Development Review/Fire Safety Inspector: $133,049 Additional staffing for development review team to handle expanded workload and customer demand. This position in the Community and Safety Services Division will support the development review process. Continued high demand for plan review services and inspection of new construction has resulted in an expanded workload for existing staff, both uniformed and civilian. Customer demands are currently not being satisfied with longer than committed review times for new construction throughout the community.

• Wellness Coordinator -- $100,000 PFA’s highly physical workforce creates a significant risk for injuries and accidents. A position dedicated to fitness, wellness, and rehabilitation could both lower the number of injuries and lower the cost of rehabilitation and time lost to injury. The 2018 budget included $50,000 for an outside contractor for early intervention and rehabilitation to minimize work and non-work related injuries. The contractor program will serve as a pilot of the concept of a wellness

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coordinator to determine if this position should be a high priority in future years.

• Station Captains -- $72,000 Assign one Captain per station to cross all shifts to provide support for maintenance of each Station, ordering of supplies, coordination between stations for staffing issues, pre-fire planning assignments, apparatus issues, ground maintenance and neighborhood liaison. A study and possible pilot project will be conducted in 2018 to develop the concept and a detailed job description.

MEDIUM PRIORITY • Apparatus Staffing - $384,000 per station per year

Increasing minimum staffing from 3 to 4 on fire engines will provide greater flexibility, particularly at incidents involving fires in buildings. It will also reduce the number of companies needed at structure fires, increasing the number of units available to respond to other calls (system reliability). Up to seven current stations could be assigned a 4th firefighter, for a total annual cost of up to $2.3 million (2015 cost).

• Special Operations Battalion Chief -- $30,000 Additional staffing to manage the Wildland, Tech Rescue, HazMat and volunteer programs to make these programs more effective and coordinated.

• Training Program Support -- $193,400 The training program continues to grow each year, but the ongoing budget for the program has not seen a substantial increase in many years. Needs identified include: Training Firefighter position ($113,400 + vehicle); tuition reimbursement program ($20,000); strategic expansion plan for training campus ($60,000).

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12/13/2019

Additional Projected Revenue Budgeted PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED PROJECTED

2020 2021 2022 2023 2024 2025 Future

City of Fort Collins 1,150,000$ 1,380,969$ 1,422,398$ 1,465,070$ 1,509,022$ 1,554,293$ 1,585,379$ Poudre Valley Fire Protection District 1,239,771$ 50,000$ 122,000$ 50,000$ 126,000$ 50,000$ 51,000$ PFA Generated Revenue -$ -$ -$ -$ -$ -$ -$ Other non-recurring (Capital Expansion Fee Revenue, KFCG Reserves, GF Reserves, unanticipated revenue, reappropriation, etc.) 4,500,000$ -$ -$ -$ -$ 2,000,000$

Existing ongoing funds earmarked for ongoing future expenses 915,734$

6,889,771$ 1,430,969$ 2,460,132$ 1,515,070$ 1,635,022$ 1,604,293$ 3,636,379$

Projected Estimated Estimated Estimated Estimated Estimated Estimated2020 2021 2022 2023 2024 2025 2026

$1,132,822 $1,400,000 $1,470,000 $1,543,500 $1,589,805 $1,637,499 $1,686,624 Net available new on-going resources 5,756,949$ 30,969$ 990,132$ (28,430)$ 45,217$ (33,206)$ 1,949,755$

Planning Budget--6 Years

Prio

rity

O&M AdditionsCost projection

2019 2020 2021 2022 2023 2024 2025 Future

H Three Firefighters --coverage 390,000$ 390,000$

H Fitness Coordinator/Wellness Coordinator (balance of $100K need) 75,000$ 75,000$

H 40-hour Fire Inpsector/Development Review 130,000$ 130,000$

M RAM Unit staffing--RAM 2 234,000$ 234,000$

M Apparatus Replacement Additional ongoing 800,000$ 800,000$

M Paramedic positions--Phase 2 100,000$ 100,000$

M Special Operations BC (Wildland, Tech Rescue, Haz Mat, Volunteers) 30,000$ 30,000

L Apparatus Staffing: 4th Firefighter on up to 7 engines 2,688,000$ 1,000,000

L Heavy Rescue staffing 1,560,000$ 1,560,000

L Station 15 Staffing 1,560,000$ 1,560,000

Capital Plan -- Capital ProjectsCost Projection

2019 2020 2021 2022 2023 2024 2025 Future

H Call Processing and Station Alerting System 491,257$ 491,257$

M RAM Unit one-time vehicle and equipment 100,000$

HFacilities Maintenance Major Repair and Rennov. (Ongoing increase to annual) 1,222,000$ 100,000$

H IT Equipment Needs 200,000$

H Station 7 Rennovation or Replacement 4,500,000$ 4,500,000$

H Major remodel Stations 2, 3 (including savings to capital project) 2,000,000$ 250,000$ 500,000$ 250,000$ 250,000$

H Station 15 land 200,000$ 200,000$

M CAD Update (reserves) 275,000$ 250,000$

M Driving Course?? 1,500,000$

M SCBA Equipment Replacement (every ten years) 1,000,000$ 60,000$ 60,000$ 60,000$ 60,000$ 60,000$

M Mechanic Shop expansion or remodel 2,000,000$ 2,000,000$

M Techical Rescue Equipment/Extrication Equipment 50,000$ 45,480$

M Uninterruptible Power Supply (generators) 200,000$ 40,000$

LStation 15 Construction (use savings to capital accounts, Capital Expansion Fee sources) 5,500,000$ 700,000$ 4,800,000$

L Administration Office expansion/replacement 3,000,000$ 3,000,000$

L Thermal Imaging Camera upgrade/in-mask 270,000$ 270,000$

L Training Center Major Remodel 1,000,000$ 50,000$ 200,000$ 200,000$ 200,000$

Grand Total Expenditures Projected N/A $440,000 $1,620,000 $1,814,000 $1,760,000 $1,210,000 $9,870,000

Projected Revenue Less Expenditures N/A (409,031)$ (629,868)$ (298,930)$ (124,978)$ 394,293$ (6,233,621)$

Current Level of Service Additions to Budget:

Total Non-discretionary increases (salary adjustments, insurance, benefits)

2020 PFA Long-Range Financial Plan Update (2020-2025)


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FINANCIAL POLICIES Through the IGA forming the Poudre Fire Authority, the City of Fort Collins provides some services to the Authority such as accounting, purchasing, and some legal services. The Authority follows the policies of the City of Fort Collins in these areas; however, the PFA has also established budget and reserve policies that differ from the City of Fort Collins’ policies. PFA has developed a Strategic Plan, has become Accredited, and through these processes, PFA has also developed a Long-Range Financial Plan to guide the Authority into the future. The PFA, through the City of Fort Collins, adheres to the highest accounting and management policies as set by the Government Finance Officers Association, the Government Accounting Standards Board, and performance measurement standards as set by the International City/County Managers Association.

Budget Policies Balanced Budget – The Poudre Fire Authority will adopt and maintain a balanced budget as defined by state statute (Section 29-1-103(2), C.R.S.) wherein expenditures will not exceed available revenues plus beginning fund balances. Budget Amendment Procedures

Budget Decreases - In the event that actual revenue received is less than the adopted budget, the Fire Chief shall develop a plan to reduce expenditures and immediately notify the Board of Directors.

Budget Increases - The Board of Directors, upon recommendation of the Fire Chief, may make supplemental appropriations from prior year reserves and unanticipated revenue. An appropriation may not exceed the amount of reserves or unanticipated revenue.

Emergency Expenditures - The consolidation agreement forming the PFA specifies that the Fire Chief can spend up to $75,000 without Board approval except in an emergency when it is necessary for immediate action to preserve the public health, safety, and welfare, the Chief may spend up to one percent of budget.

Encumbrances - Appropriations for purchase orders, contracts and other commitments for the expenditure of monies that are not expended at the end of a fiscal year are encumbered and added to appropriations of the following fiscal year.

Budget Basis - The modified accrual basis is used for budgeting and accounting. This means that revenues are recognized when they become measurable or


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Status: √ January 1, 2020 to December 31, 2020

Status: √ Approved March 2018

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Status: √ Approved January 1, 2015 and updated in 2019

available (cash basis), while expenditures are accounted for or recognized in the budgeting period incurred (accrual basis). Budget Philosophy - PFA’s Budget philosophy is to focus its financial, physical and human resources on providing the community with high quality fire and rescue services. Budget planning is focused on PFA’s highest priorities and PFA measures its progress through performance metrics to demonstrate effectiveness. The annual budget is the way that PFA operationalizes its strategic planning through the allocation of resources to accomplish its goals. Budget Term - Since the PFA receives 96% of its revenue from the City of Fort Collins and the Poudre Valley Fire Protection District, its budget adheres to the calendar year - the same as the funding entities. Strategic Plan - One of the most important policy documents adopted by the PFA Board of Directors is its strategic plan. The PFA has used the strategic plan as a major guiding document since its inception in 1981. The Strategic Plan is developed with input from elected officials, the community, and employees. The plan represents PFA’s vision of the community’s emergency service needs. Each year during the budgetary process, the Board of Directors and PFA staff review community needs, existing budget allocations, the internal operational needs of the Authority and PFA’s strategic planning priorities to help frame the annual budget. Individual program budgets are also aligned with goals and targeted outcomes to ensure that resources are directed to the accomplishment of the organization’s highest level goals.

Financial Policies

Expenditure Policies Long-Range Financial Plan (LRFP) – Multi-year projections regarding the financial condition of PFA. The LRFP is a planning tool to be used in making projections about the financial impact of addressing organizational operational needs, staffing plans, capital needs, and maintenance plans. The planning horizon for the LRFP is six to seven years (three City budget cycles including the current cycle); plan update includes 2019 through 2024. Debt Policy/and Status - The Authority is a quasi-independent government entity formed by the City of Fort Collins and the Poudre Valley Fire Protection District, and by itself does not have legal status to issue bonds. It is the policy of PFA to replace or acquire equipment, apparatus or real property on a cash basis. For the most part this is possible with sound revenue sources, financial discipline, and informed long-range planning. However, circumstances could occur when it would make sense to use a lease-purchase


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Status: √ Current balance = 23.3%

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arrangement. PFA management and the Board will assess this purchasing arrangement on a case by case basis considering such factors as the need to conserve operating revenue, inflation advantages, immediacy of need, and need to reduce initial cost impact. Fund Types, Fund Transfers, Level of Control - There are two fund types within PFA – General and Capital Projects. The General Fund is the general operating fund of the PFA and the Capital Projects fund is used to account for financial resources to be used for the acquisition or construction of major capital facilities and firefighting apparatus. Control of expenditures is at the fund level where all expenditures are tracked against appropriations. In addition, the City of Fort Collins collects a fee from new development to provide capital infrastructure. The money is transferred to PFA when the procurement of land, fire stations, apparatus, or other capital items are necessary to provide new service to the community. PFA management may transfer budgeted amounts within funds, but inter-fund transfers must be approved by the Board of Directors. The general fund is adopted on a yearly basis in accordance with generally accepted accounting principles (GAAP), whereas the capital project funds are adopted on a non-lapsing, project length basis. Major capital items that will be procured in a single year do not conform to a multi-year, non-lapsing capital budgeting and accounting format. Therefore dollars for these items are appropriated into and expended from the general fund. Purchasing Policies The Poudre Fire Authority follows the City of Fort Collins purchasing policies. Reserve Policy – An unappropriated Reserve for Contingency of 3% of operating revenues can be accessed only by the Board of Directors. If the revenue reserve and contingency reserve are depleted below reserve policy levels (6%), the fire chief will develop a restoration plan, which may include expenditure reductions; rate or fee increases; revenue transfers from other portions of fund balance or capital reserve, to restore balances over a two-year time period. The restoration plan will be a high financial priority and be reviewed and updated by the PFA Board every six months.

Reserve for Contingencies - This reserve is funded from annual budget carry-overs. PFA’s philosophy is to encourage program budget managers to find better, more cost-effective means to provide service; any savings lapse into this reserve along with any unspent appropriations. With the recommendation of the Chief, the Board can use these funds to address needs or opportunities that may arise. A minimum 3% of operating revenues must be held in this reserve and can be accessed only by the Board of Directors; the 3% is part of the minimum reserve policy.


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Status: √ Revenue Reserve - A 3% unappropriated revenue reserve can be accessed only by the Board of Directors for extreme emergencies, revenue shortfalls, or uncontrollable cost increases.

Keep Fort Collins Great Reserve – PFA began receiving funds from the City’s KFCG tax initiative in 2011, and this reserve was created to save any KFCG funds that are not spent within the budget year. With the recommendation of the Chief, the Board can use these funds to address citizen-service opportunities that may arise. Operating Reserve - The PFA annually appropriates a 1% line item contingency which enables management and the Board to address unforeseen problems or take advantage of opportunities that may arise. While every effort is made to budget as precisely as possible, it is not uncommon for these funds to be partially used in the course of a year. Operations Equipment Replacement – This reserve was established from former capital projects (Hose Replacement and Rescue Tools Replacement) and is reserved for the purpose of replacing hose and rescue tools. Ongoing contributions are budgeted annually within the O&M budget, and funds not expended at year-end are transferred to the appropriate reserve within the Operations Equipment Replacement subsidiary accounts. Support Maintenance and Replacement – This reserve was established from former capital projects (Major Facility Replacement, Station 15, Training Center Improvement, Facilities Maintenance, SCBA Replacement, Thermal Imager Replacement, Staff Vehicle Replacement, Station Alerting, Computer Aided Dispatch, Mobile Data Terminals, Records Management System, Computer/Technology Replacement, Radio Replacement, and EMS Equipment Replacement). Subsidiary accounts that have ongoing contributions budgeted annually within the O&M budget and funds not expended at year-end will be transferred to the appropriate reserve within Support Maintenance and Replacement. Other subsidiary reserve accounts, such as Station 15, are reserving funds for a future capital project. Insurance Liabilities Reserve - This reserve was established from savings in the workers’ compensation program and is reserved to cover PFA’s maximum liability for injury expenses. The retrospective program that PFA participated in from 1990 to 1996 allowed PFA to achieve significant savings if losses were low. In addition, funds from the 2020 budget will be added to this reserve at year-end 2020 to save for future insurance cost increases.

Financial Reporting Policies

Accounting and Reporting Methods – PFA’s accounting and financial reporting systems will be maintained by the City of Fort Collins in conformance with all state and federal laws, GAAP and standards of the Governmental Accounting Standards Board (GASB) and the Government Finance Officers Association.


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Status: √ Monthly reports to Board of Directors and Program Managers.

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Status: √ compliance form signed – 100%

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Comprehensive Annual Financial Report (CAFR) – PFA’s 2018 CAFR was submitted to, and received, the GFOA Certification of Achievement for Excellence in Financial Reporting Program. The financial report should be in conformity with GAAP, demonstrate compliance with finance related legal and contractual provisions, disclose thoroughness and detail sufficiency, and minimize ambiguities and potentials for misleading inference. The audit will be conducted by the City of Fort Collins’ audit provider. Distinguished Budget Awards Program – PFA’s budget was submitted and received the GFOA Distinguished Budget Presentation Program for Fiscal Year 2019; PFA’s 20th consecutive award. The budget should satisfy criteria as a financial and programmatic policy document, a comprehensive financial plan, an operations guide for all organizational units and a communications device for all significant budgetary issues, trends, and resource choices. Internal Controls – Financial systems will maintain internal controls to monitor revenues, expenditures, and program performance on an ongoing basis. Fiscal Monitoring – Monthly financial reports will present actual revenues and expenditures versus budget on a cumulative basis.

Operating Management Policies

City of Fort Collins Cash Handling – PFA follows the City of Fort Collins Cash Handling Policies and Procedures, which are designed to help protect PFA’s assets and protect employees from allegations of improper uses of PFA resources. Investment Policy – The City of Fort Collins provides investment services for PFA’s funds, and therefore PFA follows the City’s investment policy. Mandatory Vacation Policy - To strengthen internal controls, the Poudre Fire Authority will review and monitor leave for key personnel to ensure they take a minimum of one consecutive week of vacation per year.

Revenue Policies

Grants Management – PFA follows the City’s grants management policy, which was established to ensure that all grants and external funding applied for by PFA are in the best interests of PFA, and that any awarded funds are managed appropriately and according to applicable regulatory requirements.


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BUDGET PREPARATION AND ADOPTION PROCESS The PFA governing body is made up of elected representatives of City Council and Poudre Valley Fire Protection District Board, as well as the City Manager. To fund fire protection and other emergency services, the City and District contribute 97% of PFA’s O&M and capital revenue. The other 3% is derived from interest income, various inspection fees, and miscellaneous income. In keeping with the schedule discussed below, PFA’s annual budget is presented to the City and District for their review in considering their contributions to PFA. Their contributions are included in their budgets and processed through their respective budget development and public review processes. During this same time period PFA is developing its budget in accordance with all applicable state regulations, citizen input, and PFA Board Direction. January Board Meetings and Budget Meetings are posted for entire year. February Review previous year objectives and outcomes with program managers and staff; reflected in annual report to Board of Directors in May/June. Colorado State law specifies that prior year encumbrances be reappropriated, which extends the previous year’s funding for the purchase of specific items previously approved in the budget process, but for which procurement could not be completed. Examples are purchasing items late in the year, or withholding funds from vendors while evaluating the quality of service or product. March through June of Even Years Collective Bargaining negotiations begin for the next contract period. June Board or staff members may raise budget issues in preparation for the preliminary budget in September. PFA staff review existing programs and the performance measures to assess if funds should be redirected and what elements of the strategic plan can be implemented in the coming year. Staff presents the Board with revenue projections from both the District and City. At this time Division Chiefs and program managers are given program budgets and salary projections for review and development for the new budget year. In addition, the Comprehensive Annual Financial Report is presented to the Board for the prior year. June through August Administrative staff prepares the preliminary budget using initial Board direction, budget policies, staff input, and citizen feedback. Citizen input is obtained through the Strategic Planning process and through previous year’s citizen surveys.


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August / September In August or September of each year the Authority Board is presented with a preliminary budget. The PFA Board discusses the budget at a public meeting in August/September. When approved by the PFA Board, the preliminary budget is submitted to the City and District for their review in considering their contributions to PFA. September / October During September and October the City Council, the PVFPD Board, and the PFA Board conduct public meetings for budget issues. PFA staff prepares the final draft budget based upon PFA Board and citizen input. Additional meetings are scheduled if necessary to discuss complex or outstanding issues with the Board of Directors. Staff meets with program managers regarding next years’ funding and to update program budgets. November In November the PFA Board and staff hold a budget work session to review and discuss any key issues that will drive the development of the final budget. December The PFA Board discusses and adopts the final budget at a public meeting. NOTE: Budget modifications may be made based upon financial policies (p. 149 - 153).

PFA Budget Calendar - Important Dates

Jan 13 PVFPD and PFA Board Meetings PostedFeb 27 Review with Program Managers

Mar - June Collective Bargaining Negotiations (even years)Apr 28 Reappropriation of Prior Year FundsJun 23 CAFR to PFA BoardJun 23 Revenue Projections to PFA Board

Jun - Sept Prepare Preliminary BudgetSept - Nov Conduct Public Meetings and Board Review

Nov 17 Budget Work SessionDec 15 Board Approval - 2020 Budget

PFA Budget Calendar - Important Dates


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2020 2020

S M T W T F S S M T W T F S S M T W T F S1 2 3 4 1 1 2 3 4 5 6 7

5 6 7 8 9 10 11 2 3 4 5 6 7 8 8 9 10 11 12 13 1412 13 14 15 16 17 18 9 10 11 12 13 14 15 15 16 17 18 19 20 2119 20 21 22 23 24 25 16 17 18 19 20 21 22 22 23 24 25 26 27 2826 27 28 29 30 31 23 24 25 26 27 28 29 29 30 31

S M T W T F S S M T W T F S S M T W T F S1 2 3 4 1 2 1 2 3 4 5 6

5 6 7 8 9 10 11 3 4 5 6 7 8 9 7 8 9 10 11 12 1312 13 14 15 16 17 18 10 11 12 13 14 15 16 14 15 16 17 18 19 2019 20 21 22 23 24 25 17 18 19 20 21 22 23 21 22 23 24 25 26 2726 27 28 29 30 24 25 26 27 28 29 30 28 29 30

31

S M T W T F S S M T W T F S S M T W T F S1 2 3 4 1 1 2 3 4 5

5 6 7 8 9 10 11 2 3 4 5 6 7 8 6 7 8 9 10 11 1212 13 14 15 16 17 18 9 10 11 12 13 14 15 13 14 15 16 17 18 1919 20 21 22 23 24 25 16 17 18 19 20 21 22 20 21 22 23 24 25 2626 27 28 29 30 31 23 24 25 26 27 28 29 27 28 29 30

30 31

S M T W T F S S M T W T F S S M T W T F S1 2 3 1 2 3 4 5 6 7 1 2 3 4 5

4 5 6 7 8 9 10 8 9 10 11 12 13 14 6 7 8 9 10 11 1211 12 13 14 15 16 17 15 16 17 18 19 20 21 13 14 15 16 17 18 1918 19 20 21 22 23 24 22 23 24 25 26 27 28 20 21 22 23 24 25 2625 26 27 28 29 30 31 29 30 27 28 29 30 31

2020

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THE POUDRE FIRE AUTHORITY, THE COMMUNITY, AND THE STRATEGIC MANAGEMENT OF COMMUNITY

RESOURCES The Poudre Fire Authority (PFA) was formed in 1981 through the consolidation of the Poudre Valley Fire Protection District (PVFPD) and the City of Fort Collins Fire Department. Both jurisdictions adopted an intergovernmental agreement that outlines the governance of the PFA. The governing body is a five-member Board of Directors appointed by the City Council and District Board. The PFA Board of Directors appoints the Fire Chief. This joining of forces enables the PFA to take a comprehensive, regional approach to the provision of emergency services. The results since 1981 include improved insurance ratings, lower long-term costs to the taxpayer, enhanced ability to respond to large crises situations, the elimination of duplication of resources, and long-range decision making as set forth in the 1981, 1987, 1995, 2004, 2015, and 2018 strategic plans. These plans are the product of an extensive process to develop a future vision of community needs and the most efficient and effective means to meet those needs. The annual budget provides flexibility in the face of community change with annual review of the strategic plan. PFA is funded by the City of Fort Collins and the PVFPD through a combination of property taxes in the District and property, sales, and use taxes in the City. It also receives some compensation from wildland firefighting and hazardous materials responses provided outside of the jurisdiction. Copies of the strategic plan and annual budget can be picked up at the administrative office at 102 Remington Street, on-line at www.poudre-fire.org, or by calling (970) 416-2834.

Fort Collins is located approximately 45 miles south of Cheyenne, Wyoming and 65 miles north of Denver, Colorado. The city is nestled against the eastern foothills of the Rocky Mountains and the banks of the Cache La Poudre River, which provides agricultural and recreational benefits to local residents.


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Demographics and Economic Indicators: Poudre Fire Authority Poudre Fire Authority Jurisdiction Full-time Employees 225 Service Area 235 sq. miles Volunteers 30 City of Fort Collins 171,100 pop. Engine Companies 11 PVFPD 40,278 pop. Truck Companies 2 Colorado State University 33,877 pop. Training Center 1 Value of Property Protected $29 billion Volunteer Stations 2 Data Source: Poudre Fire Authority/City of Fort Collins Data Source: Poudre Fire Authority Ethnic Origin Primary Employers White 80.6% Colorado State University 7,200 Hispanic 11.8% Poudre School District 4,500 Other Race 2.4% UC Health 4,100 Asian 3.0% City of Fort Collins 2,200 Black 1.4% Larimer County 1,700 American Indian 0.6% Broadcom 1,500 Two or More Races 3% Woodward Governor 1,300 Source Data: Neighborhoodscout.com Source Data: Poudre Fire Authority 2018 Audit Climate Housing Sunny days per year 237 Total Households 61,532 Annual rainfall 16 inches Average Household size 2.46 Annual snowfall 48 inches Median Home Value $308,800 Average July high temp 87o F Data Source:US Census Bureau – 2017 Quick Facts

Average January low temp 15o F Elevation 5,003 feet Data Source: Sperlings Best Places (www.bestplaces.net) Labor Force Educational Attainment Labor Force 209,400 High School Graduates 96.4% Employed 205,400 Attending College 17.5% Unemployment Rate 1.9% College Graduates 53.6% Data Source: Bureau of Labor Statistics Data Source: Neighborhoodscout.com Community Profile County Seat Fort Collins Founded 1864 Total Square Miles 56.78 sq. miles Median Age 29.3 Median Household Income $60,110 Data Source: City of Fort Collins (www.fcgov.com/visitor/fcfacts)


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PFA FIRE STATIONS AND BOUNDARY

Station 1 Station 6 Station 11 505 Peterson 2511 Donella Court 16248 N. County Rd 25E

Fort Collins CO 80524 Fort Collins CO 80524 Loveland CO 80538

Station 2 Station 7 Station 12 415 South Bryan 2807 Overland Trail 321 E. Country Club Rd Fort Collins CO 80521 LaPorte CO 80535 Fort Collins CO 80524

Station 3 Station 8 Station 14 2000 Mathews 4800 Signal Tree Drive 2109 Westchase Road Fort Collins CO 80525 Timnath CO 80547 Fort Collins CO 80525

Station 4 Station 9 Training Division 1945 West Drake Road 4914 Shoreline Drive 3400 West Vine Drive Fort Collins CO 80526 Fort Collins CO 80526 Fort Collins CO 80521

Station 5 Station 10 Headquarters – 4615 Hogan Drive 2067 Vermont Drive (Administration & CSS)

Fort Collins CO 80525 Fort Collins CO 80525 102 Remington Street Fort Collins CO 80524


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Citizens

Poudre Fire Authority

Board

Poudre Valley Fire Protection District

Board

Fire Chief

Fort Collins City Council

Emergency Management

Public Affairs & Communications

Community Safety & Service

Fire Prevention

Bureau

Support

Emergency Medical Services

Training

Systems/IT

Health/ Safety

Fire Suppression

Wildland

Technical Rescue

Hazardous Materials

Volunteer Program

Operations

Finance & Budget

Human Resources &

Policy

Planning & Analysis

Poudre Fire Authority Organizational Chart

Administrative Services

Equipment Maintenance

Warehouse


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REVENUE PROJECTIONS, HISTORICAL DATA, AND REVENUE EXPENDITURE COMPARISON

Since PFA is a consolidated fire authority composed of the City of Fort Collins and the Poudre Valley Fire Protection District, the majority of its revenue comes from these two sources. The parent organizations also conduct their own revenue projections, which are utilized by PFA. The methods used for these comparisons are discussed below. Following this revenue projection information is a look at actual revenue and expenditures. The District, which provides $8,045,424 (21.34%) of PFA general fund revenue, projects its revenue using a combination of a property value/mill levy formula, informed judgment, and trend analysis. Its two main sources of revenue are property tax and specific ownership tax. The latter is the tax on vehicles paid at the time that vehicles are registered or license plates are renewed. Annual property tax can be calculated with precision given the District’s mill levy and property assessed values provided by county assessors. Additionally, annual specific ownership tax and multiyear trends for both revenue sources are estimated using the economic health of Colorado as a general barometer. The indicators used for this assessment are supplied by the Colorado State Office of Planning and Budgeting and consist of per capita income, population, unemployment rate, total housing permits, nonresidential construction, and retail trade sales. (History and forecasts are displayed in the following charts.) These measures, coupled with the judgment of District Board members and staff personnel arising from first-hand experience with local economic conditions and local government policy decisions are the basis for the District’s revenue projections. When these things point to a healthy economy the District can reasonably expect revenue growth. Conversely, downward movements in these indicators signal a probable reduction in revenue growth. The City contributes $28,541,379 (75.7%) of PFA general fund revenue from its property tax, sales and use tax revenue, and KFCG sales tax initiative. The City provides a revenue allocation formula that is equal to .29 of one cent of City base sales and use tax (excluding sales and use tax revenue which has been legally pledged for use only on specific projects and debt obligations, or has otherwise been restricted or committed for a particular use as a matter of law or contract), 67.5% of the operating mill levy of the City’s property taxes available for appropriation; and sales and use tax revenue from the voter approved tax measure currently known as “Keep Fort Collins Great” per the tax measure provision for fire protection and other emergency services funding. The City’s 2014 budgeted contribution to the Authority was $2.6 million below the RAF calculated amount. It is the City’s intent to phase in its total contribution to equal the RAF calculation over a five-year time period beginning in 2015 (Funding Formula and Revenue Allocation Formula, page 176). The City uses a revenue model based on a regression analysis incorporating historical data and professional judgment. The City also uses several data inputs that reflect regional economic trends.


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This chart provides a means to measure O&M revenue trends and projections over an 18-year period. Only the major revenue sources are displayed, which are the contributions from the City of Fort Collins and the Poudre Valley Fire Protection District. • The City’s economic recession began in 2004 and continued throughout 2007. • The District’s 5% contribution growth in 2007 is accomplished by transferring its

ongoing capital funds to the Authority for O&M use. A small portion of the City’s increase in 2007 is also a transfer from ongoing capital for O&M use.

• The City’s increase in 2008 includes $102,489 and in 2009 includes $129,154 in revenue from annexations that reduced the District’s contribution to PFA.

• In 2009 the District revenue decrease was caused by a decline in specific ownership tax and interest income.

• In 2010 the City had a zero decrease contribution, while the District’s contribution increased from its 2009 contribution.

• The 2011 revised revenue reflects $158,009 from annexations by the City, and approval of citizens in the City for a sales tax increase and in the District for a mill levy increase, and a transfer of ongoing capital to O&M, these combined allowed PFA to implement the South Battalion, 4-person stations at two stations, an incident safety officer program, station maintenance, and information technology enhancement.

• The 2012 revenue includes a slight increase in the City’s sales tax for KFCG, a revenue request for non-discretionary increases, and a 1.5% salary increase, and a decrease in District revenue.

-5%

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PFA Major O&M Revenue Trends

Contribution-City of Fort Collins Contribution-Poudre Valley


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• The 2013 revenue includes an increase in City revenue for general fund and an increase in KFCG revenue due to one-time budget revision increase, and a slight increase in District revenue.

• The 2014 revenue includes an increase in City revenue for general fund and an increase in KFCG revenue due to one-time budget revision increase, and an increase in District revenue.

• The 2015 revenue includes the first year of the City’s five-year phase-in of the revenue allocation formula per the amended and restated Intergovernmental Agreement, and a slight increase in District revenue, plus a contribution from the Timnath TIF funds for Station 8 implementation.

• The 2016 revenue includes the second year of the City’s five-year phase-in of the revenue allocation formula per the amended and restated Intergovernmental Agreement, and an increase in District revenue as well as the first full year of the Timnath TIF contribution through the District.

• The 2017 revenue includes the third year of the City’s five-year phase-in of the revenue allocation formula per the amended and restated Intergovernmental Agreement, and an increase in District revenue as well as the Timnath TIF contribution through the District.

• The 2018 projected revenue includes the fourth year of the City’s five-year phase-in of the revenue allocation formula per the amended and restated Intergovernmental Agreement, and an increase in District revenue as well as the Timnath TIF contribution through the District.

• The 2019 projected revenue includes the fifth year of the City’s five-year phase-in of the revenue allocation formula per the amended and restated Intergovernmental Agreement, and an increase in District revenue as well as the Timnath TIF contribution through the District.

• The 2020 projected revenue includes the City’s contribution driven by sales, use, and property taxes, and a substantial increase in District revenue as a result of a reassessment process in 2019 for taxes due in 2020, as well as the Timnath TIF contribution through the District.

• The projected 2021 – 2024 include steady revenue increase projections for the City and for the District.


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Per Capita Income Population Unemployment Rate

Total Housing Permits Nonresidential Construction Retail Trade Sales

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The PFA General Fund Revenue & Expenditure Comparison does not include one-time transfers from reserves to capital, which would inappropriately mix capital and O&M. The Historical and Projected Carryover as Percent of Revenue chart excludes previous year’s carryovers.

$0$5,000,000

$10,000,000$15,000,000$20,000,000$25,000,000$30,000,000$35,000,000$40,000,000$45,000,000

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024Historical & Projected

PFA General Fund Revenue & Expenditure Comparison

Revenue Expenditures

$0$1,000,000$2,000,000$3,000,000$4,000,000$5,000,000$6,000,000$7,000,000$8,000,000$9,000,000

2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

Dolla

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Historical and Projected Carryover as Percent of Revenue

Contingency Encumbrances Insurance Liabilities Revenue NCRCN KFCG


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KEEP FORT COLLINS GREAT FUNDING HISTORY

In November 2010, citizens in the Poudre Valley Fire Protection District voted to increase the mill levy to 10.595 mills, and Fort Collins citizens voted and approved a sales tax initiative - Keep Fort Collins Great. The .85 percent City sales tax initiative funds critical services and programs for the community. This tax is scheduled to sunset on December 31, 2020. Poudre Fire Authority firefighters, including members of Local 1945, worked tirelessly to contribute to the successful campaign. PFA receives 11% of the KFCG tax. The following is a history of KFCG budgeting and expenditures; funds not expended in any year are transferred into a KFCG reserve held within the PFA budget. In addition, revenues generated from the tax, above what was projected by the City, are held in reserve at the City and must be requested by PFA through City Council.

• 2011 – $1,176,466 expended (Budgeted: $2,057,000)

Ongoing Items: South Battalion implemented, replaced two firefighter positions previously cut through attrition, added two 4-person companies, maintained O&M budget (from 2011 budget cuts), Stations 1-4 maintenance, and new hire equipment. 2011 Outcomes: Reduction in South Battalion response time (implementation of South Battalion); maintained ongoing level of service to community (maintain O&M budget).

• 2012 - $2,659,512 expended (Budgeted: $2,116,653)

Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition, two 4-person companies, maintain O&M budget, Stations 1-4 maintenance, new hire equipment. One-time Items: chemical detection equipment, generator installation, accreditation (moved to capital project), partial funding of secretary, Self-Contained Breathing Apparatus (SCBA) capital replacement, Dispatch console replacement. 2012 Outcomes: Increase in citizen and firefighter safety (generator installation, chemical detection equipment); improvement in measuring and evaluating deployment and performance, improved response times, improved efficiency in data input, management, and analysis (Accreditation); reduction in South Battalion response time (implementation of South Battalion).


Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition, two 4-person companies, Division Chief, maintain O&M budget, Stations 1-4 maintenance, new hire equipment. One-time Items: generator installation, Fire 20/20 (Diversity training), Division Chief costs (vehicle, misc. items). 2013 Outcomes: Improvement in measuring and evaluating deployment and performance, improved response times, improved efficiency in data input, management, and analysis (Accreditation); increase in citizen and firefighter safety (generator installation), reduction in South Battalion response time (implementation of South Battalion).


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• 2014 - $2,394,553 expended (Budgeted: $2,341,680) Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition, two 4-person companies, Division Chief, maintain O&M budget, Stations 1-4 maintenance, new hire equipment. One-time Items: Wildland Coordinator, all-terrain vehicle, education and training scholarship, Public Education Coordinator, Accreditation Manager, electronic data management (moved to capital project). 2014 Outcomes: Reduced Battalion Chief response times; increased firefighter safety with safety officers on all critical emergency scenes. Delivery of effective education curriculum to target populations (Public Educator); Continuous improvement through Accreditation self-assessment and Standards of Cover (Accreditation); Development of critical leadership and management skills for current and future fire officers thereby better serving internal and external customers (Education Scholarship).

• 2015 - $2,520,533 expended (Budgeted: $2,482,819 O&M and $167,083 capital) Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition, two 4-person companies, Division Chief, Accreditation Manager, Public Education Coordinator, maintain O&M budget, Stations 1-4 maintenance, new hire equipment. One-time Items: Partial funding of Apparatus Replacement. The PFA Board reallocated the electronic data management funds to be expended on a new video/audio conference system via Resolution 14-8. 2015 Outcomes: Reduced Battalion Chief response times; increased firefighter safety with safety officers on all critical emergency scenes. Delivery of effective education curriculum to target populations (Public Educator); Continuous improvement through Accreditation self-assessment and Standards of Cover (Accreditation); Development of critical leadership and management skills for current and future fire officers thereby better serving internal and external customers (Education Scholarship); better able to keep fire companies in their response area for classes and meetings (video/audio conference system); regular replacement of apparatus allows PFA to reduce maintenance costs, decrease apparatus downtime, and helps the Authority to incorporate more environmentally friendly technology into its response equipment (apparatus replacement).


Ongoing Items: South Battalion, replaced two firefighter positions previously cut through attrition, two 4-person companies, Division Chief, Accreditation Manager, Public Education Coordinator, Deputy Fire Marshal, EMS Educator, maintain O&M budget, Stations 1-4 maintenance, new hire equipment. One-time Items: SCBA. 2016 Outcomes: Reduction in SCBA maintenance costs and compliance with new safety standards; reduction of potential injury and reduction of workers’ compensation costs (safety officer); reduction of potential of injury to citizens by developing and delivering public education programs targeted to at-risk populations (Public Educator). Reduction in call processing times through partnership with FC911 (dispatch) and through Accreditation; continued reduction in response times for South Battalion; increased firefighter and citizen safety with 4-person company.


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• 2017 – $ 2,896,081 expended (Budgeted: $2,804,685 and $317,264 City Reserve) Ongoing Items: South Battalion, nine firefighters (replaced positions, 4-person company, and safety officer), Division Chief, Accreditation Manager, Deputy Fire Marshal, EMS Educator, maintain O&M budget. Transferred $70,531 to City for FC911 Dispatcher. One-time Items from City Reserve: Station Alerting capital project, mobile data terminals capital project, Records Management System Capital Project. 2017 Outcomes: Reduction of potential injury and reduction of workers’ compensation costs (safety officer); Reduction in call processing times through partnership with FC911 and through Accreditation; continued reduction in response times for South Battalion; increased firefighter and citizen safety with 4-person company.

• 2018 – (Budgeted: $2,856,680 and $200,929 City Reserve) Ongoing Items: South Battalion, nine firefighters (replaced positions, 4-person company, and safety officer), Division Chief, Accreditation Manager, Deputy Fire Marshal, EMS Educator, maintain O&M budget, and $72,457 to City for FC911 Dispatcher. One-time Items from City Reserve: Purchase of Deccan Planning and Analysis Software, and Training Center Improvement Capital Project. 2018 Outcomes: Reduction of potential injury and reduction of workers’ compensation costs (safety officer); Reduction in call processing times through partnership with FC911 and through Accreditation; continued reduction in response times for South Battalion; increased firefighter and citizen safety with firefighter positions.

• 2019 – (Budgeted $2,972,456 and $136,419 City Reserve) Ongoing Items: South Battalion, nine firefighters (replaced positions, 4-person company, and safety officer), Division Chief, Accreditation Manager, Deputy Fire Marshal, EMS Educator, maintain O&M budget, and $158,541 to City for FC911 Dispatchers. One-time from City Reserve: PFA portion of regional command post. 2019 Outcomes: Reduction in call processing times through partnership with FC911 and through Accreditation; continued reduction in response times for South Battalion; increased firefighter and citizen safety with firefighter positions.


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FUNDING FORMULA AND REVENUE ALLOCATION FORMULA

Exhibit A from the 2014 Amended and Restated Intergovernmental Agreement The City of Fort Collins and the Poudre Valley Fire Protection District will each make annual contributions to the Poudre Fire Authority according to the following contribution calculations:

A. City Contribution to the Authority per RAF Subject to the Adjustments described below, the City will annually contribute to the funding of the Authority the following amounts:

1. .29 of one cent of City base sales and use tax (excluding sales and use tax revenue which has been legally pledged for use only on specific projects and debt obligations, or has otherwise been restricted or committed for a particular use as a matter of law or contract); and

2. A sum equal to 67.5 percent of the operating mill levy of the City’s property taxes; and

3. Sales and use tax revenue from the voter approved tax measure currently known as “Keep Fort Collins Great” (KFCG) per the tax measure provision for fire protection and other emergency services funding.

“City Sales and Use Tax” and “City Property Tax” refer to forecasts per the City’s Financial Services April projection as part of the City’s Biennial Budget process. The RAF will be updated throughout that same year if there are material changes to the City Sales & Use Tax and City Property Tax April projections. City Contribution Calculations The formula for determining the City’s Calculated Annual Contribution to the Authority will be calculated as the sum of:

1. A portion of Base Sales and Use Tax Revenue Total City Base Sales & Use Tax Revenue (per Financial Services April projections)

2.25 DIVIDE: Total 2.25 cent Base City sales and use tax to equal subtotal of 1 cent of sales and use tax x 0.29 MULTIPLY: RAF sales and use tax percentage share of total revenue Sales and use tax RAF Amount Example: If 2.25% sales tax yields $60 million per year, then $60 million ÷

2.25 = $26.66 million per 1% of sales and use tax; then $26.66 million x .29 = $7.733 million is .29 cents of sales and use tax to be contributed to PFA.


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2. PLUS a portion of Property Tax Revenue City 9.797 Mill Property Tax Revenue (per Financial Services April projections) x 0.675 MULTIPLY: RAF property tax percentage Property tax RAF Amount

3. PLUS tax measure revenue from Keep Fort Collins Great dedicated to fire

protection and other emergency services funding The sum of which components equals the City Calculated Annual Contribution to the Authority.

Phase-in of City Contribution Adjustment ($2.6 M over 5 years) The City’s current (2014) budgeted contribution to the Authority is $2.6M below

the RAF calculated amount. It is the City’s intent to phase-in its total contribution to equal the RAF calculation over a 5-year time period beginning in 2015 as follows:

City Calculated Annual Contribution MINUS: Escalation Adjustment for year Total City Contribution Escalation Adjustment by year: 2014 = $2.6M 2015 = $2.1M 2016 = $1.6M 2017 = $1.0M 2018 = $0.5M Annexations Adjustment: Annexation – primarily residential: In the event of a City approved annexation of properties included in the District

that are primarily residential in nature, the RAF sales and use tax percentage and RAF property tax percentage will be adjusted to ensure no loss of revenue to PFA.

Annexation – with significant commercial or industrial components: In the event of a City approved annexation of properties included in the District

that include a significant commercial or industrial component, the City and District will work cooperatively to ensure that service levels will be maintained through adequate funding adjustments after the annexation has occurred.

URA / TIF / Adjustments and Other Implications: In the event of Urban Renewal Authority (URA) implementation of tax increment


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financing (TIF) that materially affects the City contribution to the Authority or cost of service to the Authority, the City and District will work cooperatively to ensure that service levels will be maintained through adequate funding adjustments.

All parties are committed to renegotiating the RAF or contribution amount in good

faith in the event of “other” implications that affect the efficient implementation of the RAF or management of the Authority in a fiscally prudent manner.

B. District Contribution

The District will annually contribute to the funding of the Authority the following amounts: The District shall annually adopt a mill levy (minimum 10.595 mills) pursuant to state law, and 100% of the mill levy revenue, less reasonable administrative expenses for the operation of the District, shall be contributed to the funding of the Authority for any authorized purpose.

C. Other Revenues The Poudre Fire Authority will generate other revenues for support of specific programs and services through a variety of sources. The PFA is authorized to expend these funds with approval of the PFA Board of Directors in the same manner as City and District funds are allocated to PFA purposes. These revenues will be considered to be PFA’s alone and not revenue of either the City or the District. These revenue sources may include such sources as:

1) Fee Revenue a) Plan Review and Development Review Fees b) Sprinkler Inspection Fees c) Hazardous Materials Fees d) Wildland Reimbursement or Fees e) Capital Expansion Fees passed through the City of Fort Collins or

other entities f) Opticom Maintenance Fees

2) Cost sharing revenue for City of Fort Collins Office of Emergency Management

3) Miscellaneous Income 4) Investment Income 5) Grant Revenue 6) Federal, State or County reimbursement for disaster assistance or

other purposes.

D. General Provisions If District or City funding of the Authority changes significantly, all parties commit to renegotiating the IGA and the City and District contribution amounts in good faith.


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PAY PLAN In 2017 the PFA and Local 1945 approved a Collective Bargaining Agreement. This agreement changes PFA’s approach to determining annual salary adjustments. Rather than a fixed 70th Percentile calculation of annual adjustments as was PFA’s past practice, the contract includes a negotiated salary and benefit change each contract period. The increase included in the approved 2019/2020 contract includes a 3.25% salary increase for 2019, and 2.75% salary increase in 2020, and an increase to the Retirement Health Savings (RHS) account for each bargaining unit member and BC and DC positions. Non-Bargaining Unit Management Employees (BC and DC) are projected to receive an annual labor market adjustment through an alternative methodology for setting compensation; a salary survey for these positions using the same methodology that PFA has used for its “70th Percentile of Total Compensation” survey over the past decades. Survey results for 2020 indicate that these chief-level positions are pulling away from firefighter and captain pay rates since 2019, so to maintain PFA’s relative position in the market, BC and DC salaries will be adjusted by 5.0% in 2020. In the past, civilian employees have received the same total compensation adjustments as either the firefighter or captain position based on their level in the organization. The issue discussed in 2016 was that the labor market, which drives salaries among firefighter-related positions, may not be the same as those driving civilian salaries. In examining data from the Employers Council, staff has found that most civilian positions with data available are at or slightly above market rates for pay range minimums and maximums. In addition, a small number of positions are difficult to benchmark, but general data about internal alignment suggest that these positions are not problematic. In 2017, civilian positions were uncoupled from the increases that are provided annually to uniformed positions. Instead, the use of Employer’s Council (EC) data to make annual adjustments has been utilized to accurately reflect civilian labor markets. For those positions which are closely tied to uniformed positions, the labor adjustments over time will be monitored to ensure that the positions remain competitive in the market to which they are tied. According to EC labor market projections for 2020, EC has provided employers with a planning estimate of 3% for the coming year. The final budget was built with a 3% increase in civilian employee salaries.


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PositionJob

Type Pay Grade

Introductory Firefighter 2,248$ 4,871$ 58,448$ 9615 PFB01

Hired after 6/1/16Firefighter IB 2,939$ 6,368$ 76,414$ 9625 PFB02Firefighter IA 3,061$ 6,632$ 79,586$ 9625 PFB02

Hired prior to 6/1/16Firefighter I-B 3,061$ 6,632$ 79,586$ 9625 PFB02Firefighter I- A 3,183$ 6,897$ 82,758$ 9625 PFB02

Hired after 6/1/16Firefighter II-B 3,183$ 6,897$ 82,758$ 9640 PFB03Firefighter II-A 3,328$ 7,211$ 86,528$ 9640 PFB03

Hired prior to 6/1/16Firefighter II-B 3,328$ 7,211$ 86,528$ 9640 PFB03Firefighter II- A 3,462$ 7,501$ 90,012$ 9640 PFB03

Firefighter Driver/Operator-B 3,462$ 7,501$ 90,012$ 9646 PFB03Firefighter Driver/Operator-A 3,595$ 7,789$ 93,470$ 9646 PFB03

Community Safety Specialist (Bureau 1)-B 3,595$ 7,789$ 93,470$ 9651 PFB04Community Safety Specialist (Bureau 1)-A 3,725$ 8,071$ 96,850$ 9651 PFB04

Firefighter 40 Hour 3,858$ 8,359$ 100,308$ 9665 PFB05

Captain I-B 3,867$ 8,379$ 100,542$ 9670 PFB06Captain I-A 4,029$ 8,730$ 104,754$ 9670 PFB06

Captain II-B, Trng Off., Asst. Fire Marshal 4,029$ 8,730$ 104,754$ 9690 PFB07Captain II-A, Trng Off., Asst. Fire Marshal 4,350$ 9,425$ 113,100$ 9690 PFB07

PositionJob

Type Pay Grade

Min Max Min Max Min Max

Battalion Chief I B (shift) 5,042$ 10,924$ 131,092$ 9715 PFB08Battalion Chief I A (shift) 5,256$ 11,388$ 136,656$ 9715 PFB08Battalion Chief I B (staff) 5,134$ 11,124$ 133,484$ 9725 PFB09Battalion Chief I A (staff) 5,347$ 11,585$ 139,022$ 9725 PFB09

Division Chief I-B 5,717$ 12,387$ 148,642$ 9735 PFB010Division Chief I-A 5,954$ 12,900$ 154,804$ 9735 PFB010

Administrative Services Director 5,167$ 5,979$ 11,195$ 12,955$ 134,343$ 155,454$ 3710 UMC01

Fire Chief 3720 UMC02Set by Board

Biweekly Monthly Annually

2020 Poudre Fire Authority Bargaining Unit Employee Pay Plan

Biweekly Monthly Annually

2020 Poudre Fire Authority Non-Bargaining Unit Management Pay Plan


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JOB TITLE CAT

BI-WEEKLY/MONTHLY/

ANNUALSALARY

MINIMUM MIDPOINT

BI-WEEKLY/MONTHLY/

ANNUALSALARY

MAXIMUMJOB

TYPEPAY

GRADEEXEMPT

Y/N

Admin Secretary I S $1,422.23 $1,705.18 $1,988.13 9512 PFA01 N$3,081.50 $3,694.56 $4,307.62

$36,977.98 $44,334.68 $51,691.38

Admin Secretary II S $1,562.89 $1,873.93 $2,184.97 9520 PFA02 NAccounts Payable Rep S $3,386.26 $4,060.18 $4,734.10 9522 N

$40,635.14 $48,722.18 $56,809.22

Admin Assistant S $1,867.26 $2,242.57 $2,617.88 9530 PFA03 NExecutive Admin Assistant S $4,045.73 $4,858.90 $5,672.07 9533 NEmergency Mgt Specialist S $48,548.76 $58,306.82 $68,064.88 9532 NPlanning and Data Analyst 9544 N

Public Educator/Risk Reduction Specialist S $1,919.12 $2,293.96 $2,668.79 9534 PFA13 N$4,158.09 $4,970.24 $5,782.38

$49,897.12 $59,642.83 $69,388.54

Fleet Maintenance Technician T $2,204.83 $2,641.14 $3,077.45 9540 PFA05 NIT Support Specialist $4,777.13 $5,722.47 $6,667.81 9542 NFire Inspector/Plan Reviewer $57,325.58 $68,669.64 $80,013.70 9541 NPIO and Communication Coordinator 9543 N

Reserved $2,269.14 $2,707.84 $3,146.54$4,916.47 $5,866.99 $6,817.50

$58,997.64 $70,403.84 $81,810.04

Reserved $2,317.14 $2,771.18 $3,225.21$5,020.47 $6,004.21 $6,987.96

$60,245.64 $72,050.55 $83,855.46

2020 Poudre Fire Authority Classified Employee Pay Plan


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JOB TITLE CAT

BI-WEEKLY/MONTHLY/

ANNUALSALARY

MINIMUM MIDPOINT

BI-WEEKLY/MONTHLY/

ANNUALSALARY

MAXIMUMJOB

TYPEPAY

GRADEEXEMPT

Y/N

Fleet Maintenance Supervisor P $2,478.95 $2,968.47 $3,457.98 9536 PFA07 N$5,371.06 $6,431.67 $7,492.29

$64,452.70 $77,180.09 $89,907.48

GIS Programmer/Analyst IT $2,549.80 $3,029.09 $3,508.38 9590 PFA04 Y$5,524.57 $6,563.03 $7,601.49

$66,294.80 $78,756.34 $91,217.88

HR & Policy Administrator P $2,647.63 $3,162.18 $3,676.72 9570 PFA06 YAssistant Fire Marshall I Non-Rotational $5,736.53 $6,851.38 $7,966.23 9550 PFA06Physical Therapist $68,838.38 $82,216.55 $95,594.72

Finance and Budget Supervisor $2,781.16 $3,326.18 $3,871.20 9576 PFA12 Y$6,025.85 $7,206.72 $8,387.60

$72,310.16 $86,480.68 $100,651.20

IT Analyst IT $2,932.14 $3,492.36 $4,052.57 9585 PFA11 YPublic Affairs/Communications Manager $6,352.97 $7,566.77 $8,780.57 9587 PFA11

$76,235.64 $90,801.23 $105,366.82

Reserved $3,112.61 $3,722.66 $4,332.71 Y$6,743.99 $8,065.76 $9,387.54

$80,927.86 $96,789.16 $112,650.46

Assistant Fire Marshall II Non-Rotational $3,112.61 $3,731.15 $4,349.69 9560 PFA08 Y$6,743.99 $8,084.16 $9,424.33

$80,927.86 $97,009.90 $113,091.94

IT Manager $3,407.77 $4,071.61 $4,735.45 9589 PFA14 YEmployee and Labor Relations Manager $7,383.50 $8,821.82 $10,260.14 9595 PFA14

$88,602.02 $105,861.86 $123,121.70

2020 Poudre Fire Authority Classified Employee Pay Plan

2 0 2 0 B u d g e t | P o u d r e F i r e A u t h o r i t y Page 176

2020 POUDRE FIRE AUTHORITY SUMMARY PERSONNEL SCHEDULE BY DIVISION

Division 2016 Actual

2017 Actual

2018 Actual

2019 Adopted

2019 Revised

2020 Projected

Administration Civilian 7 8 8 9 9 9 Uniformed 3 3 2 2 2 3

Total 10 11 10 11 11 12 Community Safety & Service Civilian 5 8 8 8 8 10 Uniformed 7 7 10 9 9 6

Total 12 15 18 17 17 16 Support Ops & Maintenance Civilian 8 9 9 9 9 11 Uniformed 6 9 11 10 9 9

Total 14 18 20 19 18 20 Operations Civilian 0 0 0 1 1 1 Uniformed 157 166 164 169 169 175

Total 157 166 164 170 170 176 Poudre Fire Authority Total Personnel Civilian 20 25 25 27 27 31 Uniformed 173 185 187 190 189 194

Total 193 210 212 217 216 223


2020 POUDRE FIRE AUTHORITY PERSONNEL SCHEDULE BY DIVISION

Position 2016 Actual

2017 Actual

2018 Actual

2019 Adopted

2019 Revised

2020 Projected

Administration Admin Secretary I 1 0 0 0 0 0 Admin Secretary II 1 1 0 0 0 0 Accounts Payable Rep 0 1 1 1 1 1 Planning & Data Analyst 0 0 1 1 1 1 Exec Admin Assistant 1 2 2 2 2 2 Admin Asst./District Coor. 1 1 0 0 1 1 District Business Mgr. 0 0 1 1 0 0 Sr. Budget & Board Coor. 1 0 0 0 0 0 HR & Policy Admin 1 1 1 1 1 1 Finance/Budget Supervisor 0 1 1 1 1 1

Captain II 1 0 0 0 0 0 Employee & Labor Relations Mgr. 0 0 0 1 1 1

Battalion Chief I (staff) 0 1 1 1 1 1 Admin Service Director 1 1 1 1 1 1 Division Chief A 1 1 0 0 0 0 Deputy Fire Chief 0 0 0 0 0 1 Fire Chief 1 1 1 1 1 1

Administration 10 11 10 11 11 12 Community Safety & Service Admin Secretary I 0 2 0 0 0 0 Admin Secretary II 1 1 3 3 3 3 Admin Assistant 1 0 0 0 0 0 Pub Ed/Risk Reduction 0 1 1 0 0 1 Emer. Mgt. Specialist 1 1 1 0 0 0 Inspector/Plan Review 0 0 0 1 0 1 Development Review 0 0 0 0 0 1 PIO & Comm. Coor. 0 0 0 1 1 1 40 Hour Firefighter 2 2 2 2 2 2 CSS/Bureau 1 0 0 3 3 3 0 Public Affairs/Comm. Mgr. 0 1 1 1 1 1 Asst. Fire Marshal II-NR* 2 2 2 2 2 2 Captain II 3 2 2 2 2 2 Battalion Chief I (staff) 1 2 2 1 1 1 Division Chief A 1 1 1 1 1 1

CSS Division 12 15 18 17 16 16


Position 2016 Actual

2017 Actual

2018 Actual

2019 Adopted

2019 Revised

2020 Projected

Support Ops & Maintenance

Admin Secretary II 1 1 1 1 1 1 Fleet Maintenance Tech 2 3 3 2 2 3 Fleet Maintenance Supervisor 0 0 0 1 1 1

IT Support Specialist 1 1 1 1 1 1 GIS Programmer/Analyst 1 1 1 1 1 1 IT Analyst 1 2 2 2 2 2 Physical Therapist 0 0 0 0 0 1 Support Position 0 0 1 0 0 0 EMS Coordinator 1 1 1 0 0 0 IT Manager 1 1 1 1 1 1 Captain II 3 3 4 5 5 5 Battalion Chief I (staff) 2 3 3 3 3 3 Division Chief A 1 1 1 1 1 1

Support Division 14 17 19 18 18 20

Operations Emer. Mgt. Specialist 0 0 0 1 1 1 Introductory Firefighter 10 14 2 5 5 11 Firefighter I, (after 6/1/16) 0 0 0 0 0 0 Firefighter I (prior to 6/1/16) 15 18 0 0 0 0

Firefighter II (after 6/1/16) 0 0 0 0 0 0 Firefighter II (prior to 6/1/16) 2 0 0 0 0 0

40 Hour Firefighter 1 1 1 1 1 1 Firefighter/Driver Operator 77 82 112 114 114 113 Firefighter II, FIC 6 3 0 0 0 0 Captain I 39 42 42 42 42 42 Captain II 1 1 1 1 1 0 Battalion Chief I (shift) 6 6 6 6 6 6 Battalion Chief I (staff) 0 0 0 0 0 1 Division Chief A 0 0 1 1 1 1

Operations 157 167 164 171 171 176 Total Fire Personnel 193 210 212 217 216 223

Permanent Full-Time Equivalent, Hourly/contractual positions not reflected, * NR = Non Rotational

2016: addition of two full-time Secretary I positions to assist the CSS and Operations Divisions, a Planning & Analysis Battalion Chief (formerly a captain position), a classified Public Education Coordinator position, a Battalion Chief position (Deputy Fire Marshal),


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an EMS educator to help with firefighter EMT certifications, three firefighter positions to implement the 5th vacation slot, and the reclassification of Admin Secretary II to Accounts Payable Rep. 2017: addition of three Community Safety Specialists (provide dedicated inspection services and allow a four-person company to staff the Truck), three firefighters to reinstate the four-person company at Station 7, one fleet maintenance technician, one IT Support Specialist, and one EMS Battalion Chief. 2018: addition of an EMS captain and a position in Support Services generalist (captain or civilian) 2019: addition of five firefighter positions for RAM and coverage, reduction of Office of Emergency Management Battalion Chief (Office of Emergency Management moved to the City of Fort Collins), reduction of Support Services generalist position, addition of Employee Labor and Relations Manager, and addition of inspector/plan review position. 2020: addition of three firefighter positions for coverage, reduction of one BU1 position, addition of Special Operations Chief (Battalion Chief), addition of physical therapist position, addition of fleet maintenance position, addition of public educator/risk reduction position, addition of Deputy Chief, addition of development review position.


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2020 FIRE PREVENTION BUREAU FEE SCHEDULE

FIRE PROTECTION AND SPECIAL HAZARD SYSTEMS

Project Valuation

Project Valuation Fee

Building Plan Review and Inspection Permits

Systems Plan Review and Inspection Permits

$50,001.00 to $100,000.00

$100,001.00 to $500,000.00

$500,001.00 to $1,000,000.00

Poudre Fire Authority Fire and Safety Permit fees

$501.00 to $2,000.00

$1.00 to $500.00

$2,001.00 to $25,000.00

$25,001.00 to $50,000.00

Fee

Valuation Based Plan Review and Permit Fees

The Fire Marshal, with the approval of the Fire Chief, shall have the discretion to adjust where the normal fee schedule under or over charges an applicant in the fulfillment of Fire Code and policy requirements.

$23.50

+$5.60 for each additional $1,000.00, or fraction thereof, to and including $500,000.00$3,233.75 for the first $500,000.00 +$4.75 for each additional $1,000.00, or fraction thereof, to and including $1,000,000.00

$1,000,001.00 and up

$23.50 for the first $500.00 +$3.05 for each additional $100.00 , or fraction thereof, to and including $2,000.00$69.25 for the first $2,000.00 + $14.00 for each additional $1,000.00 or fraction thereof, to and including $25,000.00$391.75 for the first $25,000.00 +$10.10 for each additional $1,000.00, or fraction thereof, to and including $50,000.00

$643.75 for the first $50,000 .00

The permits below are charged a fee based off the valuation table below. The table shows the maximum that could be charged for plan reviews and permits. The Fire Prevention Bureau charges a percentage of these fees. For building plan checks that percentage is 60% of the total calculated fee. System plan reviews are charged 65% of the total calculated fee. System permits are charged 100% of the total calculated fee. Building plan reviews are charged a plan review fee while system plan reviews are charged a plan review fee, a permit fee, and taxes as applicable.

Tenant Finish or ImprovementAdditions to Existing Building

New Construction

Fire Sprinkler System (NFPA 13, 13R, and 13D)Fire Alarm SystemHood/Duct Extinguishing SystemsSpecial Suppression SystemsGas Detection System

+$7.00 for each additional $1,000.00, or fraction thereof, to and including $100,000.00$993.75 for the first $100,000.00

$5,605.75 for the first $1,000,000.00 +$3.65 for each additional $1,000.00, or fraction thereof


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Emergency Responder Comm. SystemsThe installation of or modification to emergency responder radio coverage (ERRC) systems and related equipment. $425

Smoke Control Systems The installation of or modification to smoke control or smoke exhaust systems $425Solar Photovoltaic Systems The installation of or modification to solar photovoltaic power systems. $425Energy Storage Systems

systems. $425

Hazardous Materials Use or StorageInstallation permit to install, repair damage to, or otherwise modify a storage facility where the hazardous materials in use or storage exceed the amounts listed in 2018 International Fire Code Table 105.6.20.

$150

Fire PumpThe installation of or modification to fire pumps and related fuel tanks, jockey pumps, controllers and generators. $150

Compressed Gas SystemsThe installation of or modification to a compressed gas system where the compressed gases in used or stored in quantities that exceed the amounts listed in 2018 International Fire Code Table 105.6.9.

$100

Cryogenic Fluids Systems

where the system capacity exceeds the amounts listed in 2018 International Fire Code Table 105.6.10. $100

New Commercial Structure 5,000 ft² or more $250New Commercial Structure of less than 5,000 ft² $100New Residential Structure with 5 or more lots $250New Residential Structure with 4 or fewer lots $100

Overall Development Plan (ODP) Review fee for Overall Development Plan (ODP) $250Project Development Plan (PDP) Review fee for Project Development Plan (PDP) $250Major Amendment Review fee for Major Amendments $250Minor Amendment Review fee for Minor Amendments $250Basic Development Review Revier fee for Basic Development Review $250Mixed-use Structure or Project Review fee for mixed-use structure or project (commercial and residential) $250

Existing Structure Change of OccupancyExisting structure undergoing change of Occupancy Type (see 2018 International Fire Code, Chapter 2 Definitions) $100

Projects not described above Any other project not specifically described above in the PFA Development Review Fee Sc $75

Hazardous Materials Use or StoragePermit for the use and storage of hazardous materials with amounts exceeding those outlined in the IFC Table 105.6.20. $100

Flammable and Combustile LiquidsPermit to operate tank vehicles, equipment, tanks, plants, terminals, wells, fuel-dispensing stations, refineries, distilleries and similar facilities where flammable and combustible liquids are produced, processed, transported, stored, dispensed or used.

$100

Compressed Gas Permit for the use or storage of compressed gas. $100Cryogenic Fluids Permit for cryogenic fluids. $100High-Piled Combustible Storage Permit for a building with more than 500 ft² of high-pile storage. $100Combustible Storage Permit for a building with miscellaneous combustible storage in excess of 2,500 ft³ $100Plant Extraction Permit for the installation of or modification to plant extraction systems. $100Spraying and Dipping Operations Permit for spraying or dipping operations utilizing flammable or combustible liquids. $100Explosives Use and Storage Permit for the storage, use, handling, or sale of explosives or explosive materials. $100

Food TrucksPermit for mobile food preparation vehicles equipped with appliances that produce smoke or grease-laden vapors. $75

Special Event Permit for special events (indoor or out door). $250Haunted House Permit and review for the setup and operation of haunted houses, ghost walks, and corn m $75Fire Works Display Permit for fireworks displays. $250Temporary Fireworks Sales Permit for fireworks sales. $1,500Temporary Structures and Tents Permit for tents greater than 400 ft² and canopies over 700 ft² erected for various functio $50Flame Effects Permit for the use of flame effects. $75

$75 per hr$250 first hr,

$75 per hr after

$75 per hr$75 per hr

Actual Cost$250$500

$75 per hr

Development Review

Any project requiring permitting, plan review, or inspections not specifically described in the PFA Fee Schedule

Systems Plan Review and Inspection

Development Review

Operation Permits

New Commercial Structure

New Residential Structure

Flat review fees and permits are in addition to building plan review and system review fees noted above.

Inspections outside of normal business hours (minimum charge-two hours)

Reinspection fees

Inspections for which no fee is specifically indicated (minimum charge-two hours)

Second FF&E inspections if not ready on first

Additional plan review required by changes, additions or revisions to plans (minimum charge-two hours)Use of outside consultants for plan checking or inspectionsFixtures, Furnishings and Equipment (FF&E) first move in inspections

Flat Fees for Review and Operational Permits

Other Review and Inspections Fees:


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Permit Type Items FeeFirst Tank $225.00 Each Additional Tank $100.00 Each Dispenser $40.00 First Tank $150.00 Each Additional Tank $75.00 Each Dispenser $25.00 First Tank $250.00 Each Additional Tank $100.00

System Upgrade Permit $50.00 System Upgrade Plan Review $100.00

0 - 9,999 square feet10,000 – 29,999 square feet30,000 – 51,999 square feetOver 52,000 square feetRe-inspection Fee

Permit Type Items Fee

Technical Research

This category includes recovering the cost of PFA personnel researching public access files for technical information. In cases where an outside party desires to review PFA files, but due to the nature of the file, requires PFA supervision, the charge shall be $8.50 per hour with a one hour minimum. All requests must be in writing and must list specific addresses and type of information requested. Information requests will be processed on a time available basis. Fees for technical research are based on the Colorado Open Records Act requests and are based on established policies and laws.

$75/hr

Fire Hydrant Flow Fee to witness physical fire hydrant flows. $250 jurisdictions and governments in accordance with the PFA Intergovernmental Agreement. *Or by negotiated agreement between PFA and the other jurisdiction.

Other Fees

Some special system components related to fire sprinklers such as standpipes, fire pumps, anti-freeze, deluge and dry pipe valves require additional inspection and testing by fire protection contractors. Fees for witnessing these tests or assisting fire protection contractors shall be calculated individually at a rate of $75.00 per hour (one hour minimum).

$75.00/hour (one hour minimum)$181.00 $230.00 $230.00 + 75.00/hour (one hour minimum)

Special System Components:$75.00/hour (one hour minimum)

Fire Sprinkler Inspections (On Going Inspections)Area Protected by Sprinklers Fee (Two Annual Inspections)

Installation Permit

Installation Plan Review

Tank Removal Permit

Other Inspections and Fees:1. All fees are based on an estimated PFA cost of $75.00 per hour, with one hour minimum. Additional work beyond that covered in the standard fee shall be charged at this rate. 2. Reinspection shall be calculated at $75.00 per hour, with a one hour minimum.

This category includes the plan review, installation permit, and site assessment fees for aboveground and underground storage of flammable, combustible and hazardous liquids and related piping and dispensing equipment.

Flammable or Combustible Liquid Tanks and Dispensing Equipment (LPG and LNG)

Assistance to Other Jurisdictions $75/hr*


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GLOSSARY Accrual Basis The basis of accounting under which revenues and expenses are recognized when they occur, rather than when collected or paid. Appropriation Legal authorization granted by the Board of Directors to make expenditures and incur obligations up to a specific dollar amount. Assessed Valuation A percentage of the actual value of real property. The state establishes the proportions and the County Assessor calculates the assessed valuation based upon 10.36% of real property and 29% of commercial and industrial property. Authority A government or public agency created to perform a single function or a restricted group of related activities. An authority may be completely independent of other governments or partially dependent upon other governments for its creation, financing, or the exercise of certain powers. Benchmark A comparison of the services provided by other jurisdictions providing a like service, a national standard, or a service standard existing in the private sector. Used as one element of organizational performance assessment. Brush Unit A four-wheel drive truck used to fight wildland fires, much smaller and more maneuverable than a fire engine. Budget The plan of financial activity for a fiscal year indicating all revenues and expenditures for the budget period. Approval by the Board of Directors of the budget resolution is the legal basis for expenditures in the budget year. Capital Expansion Fee A fee collected from new development to provide capital infrastructure. The City of Fort Collins collects this fee and will transfer the money to the PFA when the procurement of land, fire stations, apparatus, or other capital items are necessary to provide new service to the community. Capital Outlay/Assets Assets of significant value ($5,000 capitalization threshold) that have a useful life of several years.


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Capital Project Activities involving the purchase or construction of assets such as land, design and construction of fire stations, and the procurement of fire apparatus, with estimated costs, sources of funding and timing of work over a period of time. Capital Project Fund A fund created to account for revenue and payment for the acquisition or construction of capital assets such as fire stations, and fire apparatus. This fund remains clearly distinct from operations and maintenance budgets. City Short for City of Fort Collins. Command Post A fire vehicle that is used as the command center during major incidents, fully equipped with communication devices. Company An organized team of firefighters that operate a piece of firefighting apparatus, such as Engine Company, Truck Company, and Squad Company. Contingency An appropriation of funds to cover unforeseen expenditures which may occur during the budget year. District Short for Poudre Valley Fire Protection District. Encumbrance An appropriation committed by contract for goods or services. Funds are set aside or committed for a specified future expenditure. Engine Company The basic firefighting unit composed of personnel, a fire engine, and related equipment that delivers emergency services. Expenditure A measure of goods and services acquired. Fiscal Year A twelve-month period to which the annual operating budget applies and at the end of which a government determines its financial position and the results of its operations. The Poudre Fire Authority’s fiscal year is January 1 through December 31.


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Fund An accounting entity with revenues and expenditures which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions or limitations. Fund Balance The balance remaining in a fund after beginning balance plus revenue less expenditures. General Fund The fund used to account for all financial resources except for the capital fund. Glider Engine Apparatus is refurbished utilizing engines, transmissions, and rear axle assemblies that are remanufactured to like new condition. HazMat Short for Hazardous Materials. Incendiary Intentionally set or arson started. Infrastructure Facilities on which the continuance and growth of a community depend. Interface Zone An area where development has occurred in what would normally be a wildland environment. Fire in these areas can quickly involve multiple structures, usually has limited water available, and is difficult to access with structural firefighting apparatus. Lapsing Fund A fund wherein money has been appropriated for the budget year. At the end of the budget year any unexpended or unencumbered balance lapses, or ends, unless otherwise provided by law. Line Item A line within a fund that focuses on what is to be bought.

Mill Levy The rate applied to assessed valuation of property to determine property taxes. A mill is $1.00 of tax for each $1,000 of assessed valuation. Modified Accrual Basis Revenues are recorded as the amount becomes measurable and available. Expenditures are recorded when the liability is incurred.


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Non-Lapsing Fund A fund wherein money is appropriated for an unspecified length of time, usually for the purpose of building a fire station or purchasing fire apparatus. Non-Rotational Position A position that is staffed by uniformed personnel or civilians on a permanent rather than a rotational basis (see rotational position). Operating Revenue Funds that the Poudre Fire Authority receives as income to pay for ongoing operations and maintenance. It includes contributions from the PVFPD, City of Fort Collins, fees from Fire Prevention Bureau services, interest income, and grant revenues. Operating and Maintenance (O&M) Expenses The cost for personnel, materials, and equipment required for the Poudre Fire Authority to function. Personnel Services Expenditures for salaries, wages, and benefits for employees of the Poudre Fire Authority. Prior-Year Encumbrances Obligations from previous fiscal years in the form of purchase orders, contracts or salary commitments which are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated. Program Budget A method of budgeting whereby the services provided to citizens are segregated into specific service areas, along with the program’s revenue and the resulting expenditures. Objectives are established for each area or program to guide activities and assess program effectiveness. Projected Estimation of revenues and expenditures based on past trends, current economic conditions and future financial forecasts. Reserve A portion of the fund balance which has been legally segregated for a specific use. Resolution An order by the Poudre Fire Authority Board of Directors. Revenue Sources of income for financing the operations of the Poudre Fire Authority.


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Revised Budget Most recent estimate of revenue and expenditures including additional appropriations made throughout the year and encumbrances carried over from the prior year. Rotational Position Positions in the Fire Prevention Bureau, Training, and Administration which are staffed by uniformed personnel for one to five year periods. Rotation refers to the process of moving into and out of these various staff assignments. Thermal Imager Infra-red devices that detect temperature variations which allow firefighters to see in zero visibility situations. Truck and Support Company These units deliver firefighting support to engine companies. They have additional ground ladders and special equipment for opening up buildings to access fire locations and provide ventilation. The team is expert in the use of extrication equipment. The difference between truck and support is the truck has an aerial device and can provide elevated water stream and above ground rescue and access above the reach of ground ladders. Undesignated Fund Balance A portion of a fund balance which has not been designated or reserved for any specific use. Uniform Fire Code National Code which provides regulations consistent with nationally recognized good practices for the safeguarding to a reasonable degree of life and property from the hazards of fire, explosion, and dangerous conditions. Urban Service Area An area designated by PFA, where urban level service can be delivered, covering the entire City of Fort Collins and much of the outlying urban area. The primary factor for determining urban level service is structural firefighting apparatus access. Volunteer An unpaid PFA worker who provides services to the PFA, as a public service, to gain skills, or as a personal interest. Examples are volunteer firefighters and volunteer mail carriers.


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ACRONYMS AED Automatic External Defibrillator AFG Assistance to Firefighters Grant ALS Advanced Life Support BAC Breathing Air Compressor BC Battalion Chief BFO Budgeting for Outcomes CAD Computer Aided Dispatch CAFR Comprehensive Annual Financial Report CART Customer Assistance Response Team CBA Collective Bargaining Agreement CBU Collective Bargaining Unit CD Compact Disc CEF Capital Expansion Fee CFR 29 Code of Federal Regulations, Part 29 CMCB Colorado Municipal Certification Board CPR Cardiopulmonary Resuscitation CPT Company Performance Tasks CSS Community Safety and Service Community Safety Specialist (Bureau 1) CSU Colorado State University DC Division Chief DERA Designated Emergency Response Authority D/O Driver Operator EC Employer’s Council EMS Emergency Medical Services EMT Emergency Medical Technician EOC Emergency Operations Center FCC Federal Communications Commission FEMA Federal Emergency Management Association FEMA/USFA Federal Emergency Management Association/U.S. Fire Administration FRFC Front Range Fire Consortium FTE Full-Time Equivalent GAAP Generally Accepted Accounting Principles GASB Governmental Accounting Standards Board GFOA Government Finance Officers Association GIS Geographic Information System HR Human Resources ICMA International City/County Managers Association IGA Intergovernmental Agreement ISO Insurance Services Office IT Information Technology KFCG Keeping Fort Collins Great (tax initiative passed by Fort Collins citizens


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LAN Local Area Network LETA Larimer Emergency Telephone Association LRFP Long-Range Financial Plan M Million MDC Mobile Data Computers MHz Mega Hertz NCRCN Northern Colorado Regional Communication Network NFPA National Fire Protection Association NIOSH National Institute for Occupational Safety and Health NLCERA Northern Larimer County Emergency Response Area NR Non-rotational O&M Operations and Maintenance OEM Office of Emergency Management OSHA Occupational Safety and Health Administration OT Overtime P&L Property and Liability (Insurance) PC Personal Computer PCR Patient Care Reporting PDF Portable Document Format PDP Project Development Plan PFA Poudre Fire Authority PPE Personal Protective Equipment PSD Poudre School District PVFPD Poudre Valley Fire Protection District PVH Poudre Valley Hospital RAF Revenue Allocation Formula RAM Roving Alternative Medical Unit RFP Request for Proposal RHS Retirement Health Savings RMS Records Management System SaaS Software as a Service SAM Self-Assessment Manual SCBA Self-contained Breathing Apparatus TDA Timnath Development Authority TIF Tax Increment Financing URA Urban Renewal Authority VHF Very High Frequency VTC Video Teleconference WLAN Wireless Local Area Network WOPI Wildland Outreach and Planning Initiative WUI Wildland Urban Interface WWAN Wireless Wide Area Network

2020 Budget - Poudre Fire Authority

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